e-ISJN: A4372-3114 ISSN: 2321-7782 (Online)

p-ISJN: A4372-3115 ISSN: 2347-1778 (Print)

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Volume 7, Issue 7, July 2019

International Journal of Advance Research in
Computer Science and Management Studies
Research Article / Survey Paper / Case Study
Available online at: [Link]

The Roles and Responsibilities of ITIL Release Management

Process
G. Rasa1 Dr. RSD Wahida Banu2
Research Scholar Former Principal
Dravidian University Govt College of Engineering
Kuppam, AP – India Salem, TN – India

Abstract: ITIL Release Management is a process of deploying new software and hardware components in the live
environment. In this paper first present a background of IT service Management and ITIL. In the second section describes
the ITIL Release Management Process and third section identifies the problems and challenges in implementing ITIL
Release Management Process. Finally we created and describe the roles and responsibilities of ITIL Release Management
Process.

Keywords: ITIL, Release Management, Challenges, Roles, Responsibilities.

I. INTRODUCTION

1.1 Background

IT service management (ITSM) defines the complete activities – intended by policies, arranged and strategized in methods
and assisting methods which are executed by a company or part of the company to prepare, distribute, control and manage IT
services provided to clients. Therefore, it is related with the accomplishment of excellent IT services that cater to the
requirements of customers and is achieved in the IT service contributor all the way through fitting combination of technicians,
methods with information technology.

In the last few decades many companies have developed automation, making use of information and communication
technologies (ICT). Many manufacturing companies after seeing this drastic change, moved to service industries (Chesbrough H
et al. 2006). At present, Information Technology (IT) is no more mere hardware, software, systems and PCs. IT has become
popular as a service providing area (Van Bon J et al. 2007a).

IT Service Management (ITSM) has become a division of service sciences. It is a combination of computer science,
operations research, industrial engineering, business strategy, management sciences, social and cognitive sciences, and
managerial hypothesis (Galup S et al. 2009). The foremost objective of ITSM is to support industrial needs with IT services and
offer services to companies (Deutscher J et al. 2010). In the beginning ITSM was identified as service-related Information
Technology Management (ITM) that concentrated regarding infrastructure management and customer related issues in the last
few decades. But at present, the acronym ITSM has popularized its stand as a specific field, and the main purpose of it is, to
provide excellent service to IT services (Van Bon J et al, 2007a) .

Structures and principles offer a path for ITSM development. The most outstanding structure is ITIL. ITIL actually stayed
for the Information Technology Infrastructure Library, unfortunately, this explanation will never be possible in the latest ITIL
texts. Because the possibility in the present scenario for ITIL is not adequate to the infrastructure. ITIL offers excellent chances
for ITSM with a set of incorporated methods (Van Bon J et al. 2007a). Besides this, there are most important ITSM structures

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like Capability Maturity Model Intergration (CMMI), COBIT and Six Sigma. CMMI incorporates various software engineering
development representations into a structure. COBIT arranges IT capabilities, execution, and menace into a integrated
frameworks that supports in the assessment, development, and comprehension. Six Sigma aims at developing IT methods
potential and reducing method variation with the utilization of capacity paraphernalia. The prime universal yardstick of ITSM,
ISO 20000, offers an integrated method approach for offering administered services to company and customers (Van Bon J et
al. 2007a). Every structure stresses various facets, although incorpation is possible there.

There are various perceptions to incorporate ITSM process. One approach is to incorporate an ITSM method with another
ITSM process. To be frank, the actual function of ITIL is this. There is another perception where ITIL can be implemented wit h
the method to incorporate ITSM methods within a company. The objective of this perception is to transform the modes people
are comfortable with. The other technological incorporation appraoch is Enterprise Integration (EI) that assists the extensio n of
ITSM methods over the industrial limitations. This sort of service has been given little consideration. So, the EI application for
ITSM method incorpation was selected for this reearh to be experimented more accurately and felt the perfect result of process
incorporation (Weske et al. 2007).

ISO 20000 is the opening universal standard in ITSM. The aim of the usual is to show the potential required for service
quality administration in IT sector. The standard assures that the IT Company has performed a particular height of excellence in
its services and methods. Though ISO 20000 offers needs for best qualified practice and accomplishment, the demands are
supposed to be quite common and particular (Clifford et al. 2008, Ruh. W et al. 2001).

The ISO 20000 standard be made public on 2005 15th December. It restored the already existing BS 15000 standard that
gave importance on demands for an ITSM quality executive system. On the other hand, the BS 15000 standard was built upon
the ISO 9000 standard that offered common methods for arrangement of management. Not only that, the first edition of ITIL
have been the beginning point for ITSM standard progression (Van Bon J et al., 2007a; Clifford et al. 2008).

1.2 ITIL Best Practice structure

Service administration developed its attractiveness on the 1980s congregating production and IT at the similar time. In spite
of the drastic development, service administration faced a lot of incompetence services. After getting influenced by this, UK
offered a document, which afterwards expanded to more than 40 books comprising of guidelines on how to develop service
management to uphold business. This compilation of literature is described as ITL (OGC 2007d; Van Bon et al. 2008).

Even after in receipt of the standard of de facto, ITIL is not considered to be a standard one. ITIL is a compilation of ITSM
welcoming practices which have inspired considerably on the recognized standard of ITSM, British Standard 15000. Besides
this, the afterward established ISO 20000 has engrossed controls from ITIL (OGC 2007d).

At present, there is a third version of ITIL, at the same time the 2011 document of the third version can be regarded as the
fourth version. The third vesion with six books follows the ITIL Service Lifecycle. The implementation of ITIL works jointly
in IT Service Management Forum (itSMF) (OGC 2007d).

1.3 ITIL Service Lifecycle

The central point of ITIL is Service Lifecycle that is given in figure 1.1 The Service Lifecycle comprises of Service
Strategy, Service Design, Service Operation, Service Transition and continual Service Improvement (CSI). Everyone of these
ITIL Service Lifecycle divisions encloses particular methods that uphold the purposes planned for that specific division (OG
2007a).

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Figure 1.1 ITIL Service Life Cycle(OGC 2007a)

Service Strategy is the heart of the service lifecycle. It turns the remaining parts and provides well-planned instructions for
handling services. The main purpose is to identify and determine the possibilities to cater to needs of the customers. Financial
issues and risk management are part of the issues covered by Service Strategy (OGC 2007d).

The most important objectives of Service Design are the value creation and business alignment. It includes policies and
procedures required to change business plans and business objectives into long-lasting plans. Having been concretized into the
design, Service Strategy Objectives are supported by Service Design.

The main aim of Service Transition is to manage to facilitate services have been undertaken into the manufacture utilization
in an organized way. The next important role of this branch is the handling of service transitions (OGC 2007e).

Functional level programmes are achieved at the Service Operation division of the ITIL Service Lifecycle (OGC 2007d).
When everyday programmes are managed in this part, Service Operation has also been accountable for competent
implementation of methods. In addition to that, Service Operation makes certain that support operations function properly and
services perform their business goals. (OGC 2007c).

The quality of services all over an IT organization is improved by CSI targets. CSI supports IT services to varying
commercial requirements by assessing and examining development prospects collectively with service level upshots (OGC
2007a; Zhang et al. 2009).

The Lifecycle of services begins with the Service Strategy that describes the service assortment comprising entire all the
early, present and future innovative services. The service assortment lines up commercial requirement to service instructions.
The major objective of the Service plan segment is to classify a service list that holds entire perceptible services. At this time,
services are strategized, and a service assurance is provided. Services oblige potentials, that comprise of procedures, skills,
devices and essential details, to handle successfully. It is developed in the Service Transition phase. Functional brilliance is
performed in the service Delivery point that endeavors to accomplish the service assurance. At last, comment and familiarity are
required to implement service incessantly. (Huovinen J et al. 2012).

1.4 ITIL Version 3.0

The ITIL version 3 consists of five book volume published in 2007:

 ITIL Service Strategy

 ITIL Service Design

 ITIL Service Transition

 ITIL Service Operation

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 ITIL Continual Service Improvement(OGC, 2007a)

The five central part guides draw the complete ITIL Service Lifecycle, starting by the recognition of client
requirements and drivers of IT requisites, in the course of the plan and development of the examination into the function and at
last, scheduled to the observation and development stage of the service.

ITIL Service Strategy

The ITIL Service Strategy dimensions present instructions on explanation and precedence of service contributor. By and
large, Service Strategy aims at serving IT organizations develop and implement for an enduring time. Equally, in all way,
Service Strategy depends primarily on market-driven method. Crucial themes included comprises service value description,
business-case development, service resources, marketplace analysis, and service supplier types (Helen Morris et al. 2012).

The process list enclosed:

 Financial management

 Demand Management

 Service Portfolio Management

ITIL Service Design

The ITIL Service Design dimensions presents well-trained instructions on the drawing of IT services, methods, and various
characteristics of the client business service administration endeavor. Notably, plan into ITIL is comprehended to include entire
constituents appropriate to machinery service supply, instead of concentrating only on the plan of the technology. By itself,
Service Design deals with the way how a stargazed service clarification communicates with the highly wide commercial and
technical situations, service administration methods necessitated to uphold the service, procedures that work together with the
service, knowledge, and architecture demanded to uphold the service, and the delivery series needed to carry the strategized
service. The blueprint effort for an IT service is combined into a distinct Service Design Package (SDP) in the ITIL v2. In the
service catalogues, Service Design Packages besides various instructions regarding services are managed. (David Canno et al.
2012).

The process list enclosed:

 Service Catalogue Management

 Service Level Management

 Risk Management

 Capacity Management

 Availability Management

 IT Service Continuity Management

 Information Security Management

 Compliance Management

 IT Architecture Management

 Supplier Management

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ITIL Service Transition

Service Transition, links to the supply of service demanded by a company into existing/functional exercise as the ITIL
Service Transition volume has explained, and regularly includes the “assignment” part of IT instead “BAU” (Business as usual).
As to handle topics like transition to the “BAU” condition, Service Transition covers this area too. (AXELOS 2012).

List of enclosed processes:

 Service Asset and Configuration Management

 Service Validation and Testing

 Evaluation

 Release Management

 Change Management

 Knowledge Management ITIL Service Operation

Service Operation

As explained in the ITIL Service Operation dimensions, excellent exercises for executing the supply of approved stages of
services equally for both to users at the last level and the clients service operation, Linthicum et al. (2010) has become a part of
the lifecycle and this is the place where the services and importance are honestly contributed. Not only that, there is a sincere
consideration of observation of issues and steadiness between service trustworthiness and price. The activities are technological
administration, application administration, operations administration and Service Desk and roles for staff involved in Service
Operation.

List of enclosed processes:

 Event Management

 Incident Management

 Problem Management

 Request Fulfillment

 Access Management

ITIL Continual Service Improvement

There are seven processes in the Continual Service Improvements to develop service such as,

1. Describe what you should measure?

2. Define what you can assess?

3. Collect the data

4. Progression the data

5. Investigate the data

6. Presenting and using the data

7. Apply the remedial action (AXELOS 2017)

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1.5 RELEASE MANAGEMENT PROCESS

Terminology:

Release: A release is a collection of authorized changes to an IT service. i.e., A collection of hardware, software,
documentation, processes or other components required to implement one or more approved changes to IT services. The
contents of each release are managed, tested and deployed as a single entity.

Release Unit: A „release unit‟ describes the portion of a service or IT infrastructure that is normally released together according
to the organization‟s release policy.

Release Package: A release package may be a single release unit or a structured set of release units, including the associated
user or support documentation that is required. Like the definition of release units, factors such as the modularity of
components, the amount of change occurring and resources required will be considered when formulating a complete Release
Package.( Tim Malone et al. 2009)

Change Management: Change management forms are utilized to convey a finished and tried change into a pre-creation
condition alongside an arrangement of instruments and methods for relocating the change into the production
environment(Larry Klosterboer 2010).

Build Management: The software, hardware, and documentation that comprise a release unit should be assembled in a
controlled manner to ensure a repeatable process. This should include automation where possible for its compilation and
distribution, which for large organizations can significantly reduce the Total Cost of Ownership for the services involved.

Release Management: Release Management is an essential key technology for distributing the project/product to the customer.

Deployment: The activity responsible for the movement of approved releases of hardware, software, documentation, process,
etc. to test and production environments.

1.5.1 Release and Deployment Management

The process is dependable for planning, preparation and calculating the progress of releases to test pre-production and
fabrication environments. The major objective is to make sure the honesty of the production environment.

In combination with the utilize of Change Management, Release and Deployment will improve an organization‟s
capabilities to extend, compile, reuse, distribute and rollback releases by defined policies that improve efficiency and reduce
business disruption.

The goal of Release and Deployment:

To install new releases into assembly, transition support to the service operation, and facilitate its practical use to deliver
maximum value to the customers.

1.5.2 Objectives of Release and Deployment:

 To describe and agree upon Release policies, and Release and Deployment plan with clients and stakeholders.

 To make sure the integrity of constructed release packages and that they are recorded accurately in the
Configuration Management System.

 To ensure that all release packages can be tracked, installed, verified, uninstalled or backed out if necessary.

 To ensure the necessary skills and knowledge is transfer to support team, customers, end users, suppliers and
any other appropriate stakeholders(Larry Klosterboer,2010).

There are least unexpected collision on the fabrication services, clientele and service operations.

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The scope of Release and Deployment:

Release and Deployment work strictly in combination with the further Release, Control, and Validation (RCV) processes to
allow the quality change of services. The role play explicitly by Release and Deployment is to build, package, validate and
allocate authorized service changes to the production systems.

Benefits of Release and Deployment:

 Delivering change, more rapidly, at best cost and minimize risk

 Assuring clients and users can use the fresh or changed service in a way that supports the business goals

 Improving reliability in execution move toward across the business change, service teams, supplier and clients

 Contributing to convention auditable necessities for traceability during Service Transition.

1.6 Objective of the Study

The subsequent have been set as the objective of this research work reported in this thesis.

 To identify the challanges and problems in Release Management Process

 To define Roles and Responsibilites of Release Management Process activities

1.7 Research Methodology

The Case Study is associated experimental investigation that investigates a modern progress thorough and at intervals its
real-life environment, particularly once the limits between development and context don't seem to be visibly evident([Link],
2009).

II. CHALLENGES AND PROBLEM IN RELEASE MANAGEMENT PROCESS

Table 2.1- Challenges and Problems in ITIL Release Management Process

Iden J, Langeland L (2010)

Hochstein A, Tamm G,
Omolade Saliu(2005)
Jeff W. Boote( 2007)
Antti Lahtela, Marko

Günther Ruhe(2006)

Hamid Nouri( 2005)

Brenner W (2005)
Ralph Gray(2005)
Rob Addy(2007)
Sihvonen(2010)

Guenther Ruhe
Hanna-Miina
J¨antti(2011)
Challenges

Release classification X X X X
Roles and
X X X X X
responsibilities
Poor Process X X X X X X
Poor Informing and
X X
communication.
Low Release quality X X
Lack of metrics X
Unclear Requirement X X X
Lack of Resource (Time
X X X X
and People )
Lack of knowledge
related to ITIL Release X X X X X
Management
Poor Management X
X X X
Support
Undefined Training X X

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The challenges that are considered, based on those gathered in our literature review and summarized in Table 2.1.
The challenges are Release classification, Roles and responsibilities, Poor Process activities, Poor Informing and
communication, Low Release quality, Lack of metrics, Lack of Technology / Tools, Unclear Requirement, Lack of
Resource, Lack of internal skills/ knowledge related to ITIL Release Management and poor management support.

The Major challenges identified in the literature review in ITIL release management are lack of resource, poor process
activities, undefined matrics and undefined roles and responsibilities. These challenges directly create the impact on the quality,
schedule and cost of the organizations.

III. THE LIFE CYCLE OF RELEASE MANAGEMENT

The release management processes are based on the ITIL best practices model. Where a release is defined as a new service
or major change to a presented service and service is one or more Information Technology systems which allow a business
process. The figure 3.3 show a high-level overview of each sub-process along with a brief description(A Van Der Hoek et al.
2003).

Figure 3.3 Life Cycle of Release Management

1. Release Planning: Release planning involves high-level planning, covering all aspects of the release and its impact on the
environment.

2. Release Design, Build, and Configuring: Working from the release plan, the release planning team will verify that the
team is responsible for designing, building, and configuring the release as well as designing initial test plans, has completed
all necessary tasks so that release testing can commence.

3. Release Acceptance: Independent business staff and IT staff team will perform acceptance testing. Successful testing and
rollout planning facilitates release acceptance.

4. Release Distribution and Installation: The tasks for installation of the release, including execution of the training,
communication and rollout plans, are performed according to the tested and approved installation procedures.

IV. ROLES AND RESPONSIBILITY OF RELEASE MANAGEMENT PROCESS

4.1. Release Planning

In release management, the release project manager is notified of the project approval and gathers a team to define the
release and create the release approach. The definition and approach are then documented in the release plan, which is submit
to the release manager for authorization. If the release plan is accepted the release is sent for design, build and
configuration(Shirley Lacy et al. 2007).

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Table 4. 1: Release planning
 Request for change (RFC) approved

Inputs
 Project approval
 Policy checklist
Task Description Responsibility
Organize release planning team Release Project Manager
Define the release
Tasks

Create release approach

Package plan and document in CMDB
Distribute plan for review and approval
Release plan approved? Release Manager
Release plan including the following:
 Release contents document
 Release definition, approach, and build plan
 Release plan (timing & resources) for a specific release
Outputs

 High-level test strategy & verification plans for particular release

 Acceptance criteria for particular release
 Back out plan
 Detailed quotes from suppliers, if required
 Quality plan for a particular release
 Acceptance test plan for support groups and user groups

Table 4.2 Roles and Responsibilities in Planning

Roles Responsibilities
 Reviews, then approve or reject the release plans in light of the business
Release Manager
calendar and initiatives of the organization
 Coordinates the release planning team‟s effort in the development of the
detailed release plan
Release Project Manager
 Works with appropriate parties to understand business requirements and
priorities

Service Owners, Delivery Manager,

 Reviews then approve or reject the release definition and approach
Release Manager and Development
 Identifies the release definition and approach problem areas if rejected
Manager

Release Planning Team  Works with release project manager to develop the detailed release plan

4.2. Design, Build and Configuring

The Release Design, Build, and Configuring process steps are initiated after the release definition and approach have been
approved. It is the accountability of the release project manager to coordinate with production approval and
Operations/Development to verify completion of the pieces necessary for the release build. All documentation relating to the
build is incorporated into the build plan, to be reviewed by the release project manager. After the build, the plan has been
reviewed and any build issues resolved, the build plan is incorporated into the release plan and submitted to the release manager
for approval. Once the updated release plan has been approved, release testing and rollout planning can begin.

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Table 4.3 Design, Building, and Configuring
 Release plan
 Detailed build instructions
 Documentation of purchase orders, licenses, and warranties
 Quality control check criteria
Inputs  Identified pilot participants
 Results of gap analysis
 Formal test scripts
 Rollback procedures
 Critical success factors and exit criteria Identified for release testing
 UAT readiness verification
 Identified training and support requirements
Task Description Responsibility
 Complete build phase checklist
 Consolidate build phase Checklist into a build plan Release Project
Tasks

 Review the build plan Manager

 Build plan issues identified
 Verify build issues resolved
 Update release plan with a build plan
 Completed build phase checklist
 build plan
 Identified build plan issues & resolution of build plan issues
 Updated release plan
Outputs

 Build scripts
 Created / updated package templates
 Release documentation
 Auditable report data
 Completion of exit criteria for release management

Table 4.4 Roles and Responsibilities in design, build and configure

Roles Responsibilities
Release Manager  Reviews then approve or reject the build plan portions of the release plan
 Oversees release design, build and configure process.
Release Project Manager  Verifies that all necessary release design, build, and configure action items have been
completed.
 Design, build and configure necessary release components for release testing
Operations/ Development
Teams  Determine and document appropriate procedures (rollback procedures, test scripts) for
the release.

4.3. Release Acceptance

Here, the release is tested, the test results are documented and reviewed against the expected results, and release testing
signoff is obtained. If release testing signoff is denied, the change management process is initiated to correct any potential
problems with the release build. After release testing signoff, rollout planning for the release begins. The rollout plan is
incorporated into the release plan, which is finalized and later reviewed by the release manager. If the release plan is discarded,
it is sent back to the release planning team for revisions to the rollout plan. If the release plan is approved, the release
installation and distribution process are initiated(Shirley Lacy 2007).

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Table 4.5 Release Acceptance
 Release Plan
 Built Release
 Results of release testing and analysis
Inputs
 Release documentation
 Release Unit
 Test plans
 Formal approval to move to Release acceptance from design, build and configure
 UAT Process
Task Description Responsibility
1. Gather and assess test scripts
2. Coordinate with UAT for testing of release Testers
3. Document release testing results
Tasks

 Review release testing results Release Project Manager

 Complete release testing checklist
 Develop rollout plan/ update release plan
 Complete rollout checklist
 Finalize release plan
 Release plan accepted? Release Manager
 Completed release testing checklist
 Documented test results
 Identified and documented issues
 Release testing signoff
 Rollout plan (including detailed release schedule with assigned resources, communications
plan, training plans )
 Tested and approved the release
 Implementation procedures
 Qualification documentation
Outputs

 Finalized release plan

 Release acceptance
 Rejected releases sent to change management
 Accepted release
 Test results
 Known errors
 Training documentation
 Auditable report data
 UAT process
 Completion of exit criteria
 Formal approval from the business customer and other stakeholders

Table 4.6 Roles and Responsibilities in release acceptance

Roles Responsibilities
 Approves or rejects release
Release Manager
 Approves rollout plan
 Reviews test results and verify expected results are achieved
 Completes the release testing checklist
Release Project Manager
 Identifies, logs, and communicates any issues
 Approves or rejects release testing signoff
 Coordinate with production acceptance to complete release testing
Testers  Document release testing results
 Communicate test results to release project manager

4.4. Release Distribution and Installation

This phase, the rollout plan is executed, and the release is implemented. Implementation of the release follows the change
management process and is conducted by the operations team. Notification of release implementation is sent to the release
project manager who then verifies that all entry and exit criteria have been met. The release manager then determines if the

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Volume 7, Issue 7, July 2019 pg. 13-25
release was successful. If unsuccessful, the change management process is initiated; if successful the release management
process exits.

Table 4.7 Release distribution and installation

 Updated release plan
 Formal approval
 Accepted release
Inputs

 Authorization to implement
 Approved rollout plan
 Communication plan
 Training plan
Task Description Responsibility
Execute communication and training plan Release Project Manager
Verify rollout readiness Release Manager
Tasks

Execution of Rollout Plan

Verify entry/Exit criteria Release Project Manager
Approve release installation
Verify all changed CIs updated in CMDB
Release successful? Release Manager
 User notes and documentation of the new release are distributed to end-users
 Changed CI details, absolute versions of the consumer and hold training resources, and
release management records sent to change management so that the CMDB can be updated
 Successful/unsuccessful release rollout
Outputs

 Rollout plan
 Updated RFCs
 CAB approval to deploy
 Approved readiness to distribute and install
 Updated documentation(Release, Training, Support)

Table 4.8 Roles and Responsibilities in Release distribution and installation

Roles Responsibilities
 Determines if the release was successful, and communicates to appropriate parties as
Release Manager
needed
 Oversees execution of the training, communication, and rollout plans
Release Project Manager
 Approves release installation
Operations/Development Teams  Perform tasks and procedures to install release
Communications and Training  Develop and distribute documentation regarding the release to end users
Teams  Coordinate appropriate training

V. CONCLUSION

This research work identified the ITIL release Management process problems and challenges when implementing in an
organization. In this paper also presented in the roles played in release Management process and their responsibilities. It is help
the organization to efficiently implementing the ITIL Release Management process. In feature to identify the roles and
responsibility of other process like Change Management, Incident Management and so on.

References

1. AXELOS 2017, ITIL Practitioner Guidance, Stationery Office, ISBN-0113315295.

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