IT Service Management Analyst

SVGC limited; Milton Keynes; Hybrid; GBP 45,000 - 55,000; Full time

Job summary

SVGC Ltd is seeking an IT Service Management Analyst to join the DSR Service Support team. You will work with the IT Service Manager, handling incidents, problems, changes, and service reporting to ensure compliant ITIL processes across internal and third-party services.

Role involves end-to-end ITSM management, data analysis, and reporting, with remote work and periodic travel to Milton Keynes. 37 hours/week, permanent contract.

Qualifications

• UKSV Security Check clearance or eligible to obtain.
• 2
• ITIL v4 Foundation certificate required.
• 2
• Experience in managing ITSM processes (Incidents, Problems, Changes).
• 2
• Proficient with Atlassian toolsets including Jira Service Management.
• 2
• Strong written and verbal communication and analytical skills.
• 2

Responsibilities

• Manage Incidents and Problem tickets.
• 2
• Contribute to ITIL process development and maturity.
• 2
• Receive, log and maintain Change Requests (RFCs).
• 2
• Maintain Forward Schedule of Change (FSC).
• 2
• Support CAB documentation, impact assessments and stakeholder input.
• 2
• Analyse ITSM tool data to identify trends and improvements.
• 2
• Produce management reports from the ITSM tool.
• 2
• Deputise for the IT Service Manager when required.
• 2

Skills

ITIL v4 Foundation

Incident & Problem Management

Jira Service Management

Atlassian tools

Data analysis & reporting

Clear communication

Education

BSc in Computer Science / Information Technology or related field OR vocational experience

Tools

Jira Service Management

Atlassian tools

Job description

Grade/Salary: D2 – E2 £45,000 to £55,000
Location: Remote – with regular travel to client sites (primarily, Milton Keynes)
Contract type: Permanent
Travel: The role holder will work from home however will need to be willing to travel to client sites (mainly Milton Keynes) when required. Currently 1 to 2 days a month.
Hours: 37 hours per week
Reporting to: IT Service Manager

The Role

Owing to our continued growth and trusted reputation, we are seeking a skilled and proactive IT Service Management Analyst to join our Digital Sensitivity Review (DSR) Service Support team.

You will work with our IT Service Manager, deputising when necessary, to ensure support and visibility for the technical team and day to day compliance with service management (ITIL) processes. This includes end to end processes with internal support teams and third-party suppliers. You will manage incidents and problems to closure, analyse data, maintain relevant databases, provide reports and recommend improvements.

You will be supporting the team to develop, implement, embed and manage best practice (ITIL) service management processes in SVGC IT and our external managed services – which allow an efficient and effective service to be provided to our internal and external customers.

Digital Sensitivity Review

The Digital Sensitivity Review service is an AI innovation led data toolset and service, developed by SVGC Ltd, and being run in partnership with FCDO Services, for identifying sensitive information in digital files for redaction and archiving to The National Archives to meet the needs of the Public Records Act. DSR is already delivering to multiple Government departments, with a growth path to other government departments to become DSR-enabled. The DSR is a unique and leading-edge technology and has been heralded across government as "…the only game in town" when it comes to the needs of effective digital data sensitivity identification and redaction.

Responsibilities

Your main responsibilities will be to…

• Manage Incidents and Problem tickets.
• Contribute to the development and maturity of IT service management (ITIL) processes.
• Receive, log, and maintain Change Requests (RFCs) for SVGC IT and third-party suppliers, supporting change evaluation under the direction of the IT Service Manager.
• Maintain and publish the Forward Schedule of Change (FSC).
• Support the IT Service Manager in the operation of the Change Advisory Board (CAB), ensuring appropriate documentation, impact assessments, and stakeholder representation are in place.
• Analyse ITSM tool data to identify recurring incidents, trends, and service weaknesses; recommend and drive incident reduction, service improvements, and Problem Management activities.
• Support Major Incident (P1) management by producing post-incident reports, timelines, service and availability impact assessments, and ensuring recommendations are tracked to completion.
• Proactively raise and manage Problem records arising from incident investigations, supporting root cause analysis to reduce incident volumes and recurring issues.
• Collaborate with the IT Service Manager and Project Managers to define support requirements, availability, and capacity, producing and maintaining Service Support Models and transition artefacts for new and changed services.
• Contribute to strategic, operational, and tactical service reporting.
• Produce ad hoc management reports from the ITSM tool as required.
• Deputise for IT Service Manager.

The Person

• Currently hold UKSV Security Checked (SC) clearance or have the eligibility to acquire SC clearance. Note that this is a ‘restricted’ role. SC clearance is in addition to Eligibility to Work in the UK.
• Hold an ITIL v4 Foundation certificate.
• Have practical experience in managing core ITSM processes such as Incident, Problem and Change Management.
• Experienced user of Atlassian toolsets.
• Strong written and verbal communication skills to bridge the gap between technical teams and non-technical stakeholders.
• Excellent analytical, problem-solving, data analysis and reporting skills.
• Customer service orientation: A focus on understanding and meeting the needs of internal and external customers.
• Process improvement mindset: Ability to identify inefficiencies and propose solutions to optimise ITSM processes.
• Ability to work independently and as part of a team: Self-motivated with the capacity to collaborate effectively.
• Diligence and accuracy: Essential for maintaining data integrity and ensuring process adherence.
• Adaptability and willingness to learn: The IT landscape is constantly evolving, so a proactive approach to learning new technologies and methodologies is crucial.
• BSc in Computer Science, Information Technology, OR related field OR vocational experience.

Desirable Criteria & Qualifications

• Understanding of SaaS, IT infrastructure and operations: Basic knowledge of networks, servers, databases, and common business applications.
• Proficiency with Jira Service Management.
• 3+ Years experience in a service support role.

Seeing the Big Picture

• Anticipate economic, social, political, environmental and technological developments to keep activity relevant and targeted.
• Identify implications of Company and political priorities and strategy on own area to ensure plans and activities reflect these.
• Create policies, plans and service provision to meet citizens’ diverse needs based on an up-to date knowledge of needs, issues and relevant good practice.
• Ensures relevant issues relating to their activity/policy area are effectively fed into strategy and big picture considerations.
• Bring together views and perspectives of stakeholders to gain a wider picture of the landscape surrounding activities and policies.

Changing and Improving

• Understand and identify the role of technology in public service delivery and policy implementation.
• Encourage and recognise a culture of initiative and innovation focused on adding value – give people space and praise for creativity.
• Effectively capture, utilise and share customer insight and views from a diverse range of stakeholders to ensure better policy and delivery.
• Spot warning signs of things going wrong and provide a decisive response to significant delivery challenges.
• Provide constructive challenge to senior management on change proposals which will affect own business area.
• Consider the cumulative impact on own business area of implementing change (culture, structure, service and morale).

Making Effective Decisions

• Push decision making to the right level within their teams, not allow unnecessary bureaucracy and structure to suppress innovation and delivery.
• Ensure the secure and careful use of all government and public data and information within their area of activity and company.
• Analyse and evaluate data from various sources to identify pros and cons and identify risks in order to make well considered decisions.
• Draw together and present reasonable conclusions from a wide range of incomplete and complex evidence and data –able to act or decide even when details are not clear.
• Identify the main issues in complex problems, clarify understanding or stakeholder expectations, to seek best option.
• Make difficult decisions by pragmatically weighing the complexities involved against the need to act.

Leading and Communicating

• Be visible to staff and stakeholders and regularly undertake activities to engage and build trust with people involved in area of work.
• Clarify strategies and plans, communicate purpose and direction with clarity and enthusiasm.
• Stand by, promote or defend own and team’s actions and decisions where needed.
• Confidently engage with stakeholders and colleagues at all levels to generate commitment to goals.
• Lead by example, communicate in a truthful, straightforward manner with integrity, impartiality and promoting a working environment that supports the SVGC Team values and code.
• Be open and inviting of the views of others and respond despite pressure to ignore, revert or concede.

Collaborating and Partnering

• Actively build and maintain a network of colleagues and contacts to achieve progress on objectives and shared interests.
• Demonstrate genuine care for staff and others, is approachable and build a strong interpersonal relationship.
• Encourage contributions and involvement from a broad and diverse range of staff by being visible and accessible.
• Work as an effective team player, managing team dynamics when working across company and other boundaries.
• Actively involve partners to deliver a business outcome through collaboration that achieves better results for citizens.
• Seek constructive outcomes in discussions, challenge assumptions but remain willing to compromise when it is beneficial to progress.

Building Capability for All

• Ensure that individual and organisational learning and talent development opportunities are fully exploited in order to enhance organisational capability.
• Role model work-place based learning and encourage development, talent and career management for all staff.
• Coach and support colleagues to take responsibility for their own development (through giving accountability, varied assignments and ongoing feedback).
• Establish and drive intra and inter team discussions to learn from experience and adapt organisational processes and plans.
• Identify capability requirements needed to deliver future team objectives and support teams to succeed in delivering to meet those needs.
• Prioritise and role model continuous self-learning and development, including leadership, management and people skills.

Achieving Commercial Outcomes

• Work effectively with different organisations such as private sector and voluntary groups (in tandem with commercial experts) to commission and source solutions to achieve policy and organisational goals.
• Understand the commercial drivers that will influence a private or third sector organisation and the levers that can be used in negotiating/influencing contractual arrangements.
• Be able to recognise and understand the commercial tools such as pricing models, open book accounting, supply chain management that commercial experts can deploy to extract value from contracts.
• Interact confidently and effectively as an intelligent and highly credible customer with counterparts from the commercial delivery organisations and commercial experts.
• Question and challenge the value being delivered through commercial arrangements with delivery partners.
• Motivate improved performance by suppliers, challenge any gaps between contractual commitments and actual delivery through joint working with commercial /procurement experts.

Delivering Value for Money

• Understand impacts of financial position in own area and that of the organisation and use insight to curtail or support business and investment activities.
• Achieve the best return on investment and deliver more for less on specific budgets by managing resources and maximising the use of assets.
• Balance policy aspiration and delivery, outline risk and benefits of different options to achieve value for money ensuring all submissions contain appropriate financial information.
• Weigh up priority and benefits of different actions and activities to consider how to achieve cost effective outcomes.
• Work with financial processes and tools to evaluate options and ensure financial and management information are accurately reflected in business plans.

Managing a Quality Service

• Exemplify positive customer service behaviours and promote a culture focused on ensuring customer needs are met.
• Establish how the business area compares to customer service expectations and industry best practice and identify necessary improvements in plans.
• Make clear, pragmatic and manageable plans for service delivery using programme and project management disciplines.
• Create regular opportunities for staff and customers to help improve service quality and demonstrate a visible involvement.
• Ensure the service offer thoroughly considers customers’ needs and a broad range of available methods to meet this, including new technology where relevant.
• Ensure adherence to legal, regulatory and security requirements in service delivery and build diversity and equality considerations into plans.

Delivering at Pace

• Get the best out of people by giving enthusiastic and encouraging messages about priorities, objectives and expectations.
• Clarify business priorities, roles and responsibilities and secure individual and team ownership.
• Adopt clear processes and standards for managing performance at all levels.
• Act as a role model in supporting and energising teams to build confidence in their ability to deliver outcomes.
• Maintain effective performance in difficult and challenging circumstances, encouraging others to do the same.
• Review, challenge and adjust performance levels to ensure quality outcomes are delivered on time, rewarding success.