91É«ÇéƬ

At 91É«ÇéƬ, we rely on hundreds of technology systems to support teaching, research, and operations. From student systems to finance applications, these technologies help us deliver our strategy of progress for all. Some are centrally managed, but many are owned locally within faculties and divisions.

As a service owner, you connect the people who need the technology or system and the people who support it and the people who supply it, making sure expectations, risks, and costs are clear to everyone. Whether you sit in 91É«ÇéƬ or in a faculty or division, the accountabilities are the same.

Service ownership is how we manage technology responsibly across the entire university and ensure our technology is shaping tomorrow's digital experience by creating value with discipline, which is aligned to 91É«ÇéƬ's technology strategy, LEAP. Typically, you are a senior technology leader who is likely to manage a portfolio of technical services or systems and manage the teams and budgets required to operate and support the service. Typically, this is a head‑of or similar role.

What is the service owner accountable for at 91É«ÇéƬ?

A service owner is accountable for the end‑to‑end management of a specific technology service regardless of where that technology is hosted or who provides the technical support. For example, if the business owner wants zero downtime during the exams period, but the delivery owner advises additional infrastructure is required to achieve that, you help facilitate that discussion and agree on a realistic and funded service level.

This accountability starts from when the technology is introduced, through daily operations and improvement, right through to when it is upgraded, replaced, or retired. A typical day as a service owner may include reviewing service performance dashboards, meeting with the delivery owner about recurring issues, or discussing renewal terms with a vendor.

So what does this mean in practice?

You ensure the service supports current and future business needs by understanding who relies on it, the business needs it supports, and how it brings value to 91É«ÇéƬ. This may require consulting teams within your faculty and divisions and must be aligned with your faculty or division strategy and 91É«ÇéƬ’s strategy, Progress for All, and technology strategy, LEAP.

This engagement can be triggered by change such as vendor updates, emerging risk, new business requirements, or recurring issues rather than ongoing formal meetings for every service. For example, if a faculty is using a locally purchased e‑portfolio tool that will not be supported by the vendor in two years’ time, you work with the business owner and 91É«ÇéƬ IT to find an alternative platform and plan the transition before it becomes an issue.

You help answer the question: Is this technology right for us? You also ensure there is clarity around what the service provides, the support model, and how the technology and vendor should perform to meet your faculty or division’s needs.

Documentation about processes should be updated every year. If the vendor’s contract is expiring, you should work with the business owner to determine whether the contract should be renewed, adjusted, or allowed to lapse. Every service must also have an accurate record in 91É«ÇéƬ’s IT service management system so ownership, support groups, and incidents are clearly traceable. You’re responsible for ensuring that the records for the service are accurate. Records can be updated via ServicePoint.

For example, if there’s an unplanned outage affecting technology required for grading during the exams period, your task is to ensure there is a clear understanding of the availability of support staff within 91É«ÇéƬ and from the vendor, expected response times, and escalation pathways. This should be documented internally within your faculty or division and in the service management pack template provided by 91É«ÇéƬ’s Service Management Office (SMO). If you would like to find out more about service documentation, you can visit the SMO’s SharePoint site or contact the SMO via email.

You also ensure there is clarity around what the vendor provides and how it should perform. For example: Are users satisfied? Are there too many recurring incidents? Do you have a current contract with the vendor that clearly defines responsibilities for service delivery? Is the vendor performing against the contract service performance levels and scope?

A service owner also needs to understand the cost of running technology, including the cost of licensing, vendor contracts, and the resourcing of support staff. You are cost‑conscious and ensure the technology provides demonstrable value for money and continues to meet your faculty or division’s needs. Financial stewardship does not mean cutting costs all the time; it means ensuring spending reflects value, risk, and actual usage.

For example, if your school wants to purchase a license for an online survey tool, you as the service owner are expected to be aware of how many licenses are required, for how long, and plan appropriately to manage it. However, if you discover multiple schools in your faculty are separately purchasing licenses for the same online survey tool, you may work with the business owner and 91É«ÇéƬ IT to consolidate those licenses under an enterprise license to reduce costs and improve support. You can learn more about 91É«ÇéƬ’s finance policy by scanning the QR code.

If there are upgrades or planned or unexpected outages, you work with the delivery owner to notify users. Typically, the delivery owner prepares the technical details and drafts the email to users, and you review the draft email to ensure the messaging is clear, timely, and appropriate for your faculty or division. In some cases, this may also involve briefing faculty leadership or preparing a short update for impacted stakeholders where service changes affect teaching, research, or student experiences.

You also participate in service reviews and oversee significant changes to the technology such as upgrades, vendor transitions, or retirement, and ensure your faculty’s or division’s readiness.

You as the service owner are not expected to manage the day‑to‑day changes for services, but you are expected to be informed and maintain oversight over major impacts to your services, such as a planned outage. Your role is to ensure change is controlled and does not introduce unnecessary risk.

Not all changes require the same level of governance. The expectations are proportionate to the service’s business criticality and risk. A significant change is one that affects multiple faculties and introduces risk to the service’s availability, security, or impacts the experience of staff and students. In these cases, the change must be reviewed and approved at a minimum by the business owner before it goes live. You can visit the SMO’s SharePoint site to learn more about change processes.

In summary

The service owner is accountable for service outcomes across the entire life cycle of the technology—from start to finish—such as availability, performance, cost, compliance, and value. Success means the service consistently meets agreed standards, stakeholders understand and value the service, risks are managed proactively, and improvements deliver benefits.