alm from a business perspective (itsmf, antwerp, mar 2011)

BiSL – ALM from a Business PerspectiveMark Smalley

ASL BiSL Foundation

Antwerp, March 18th 2010Business-IT Alignment Illusion

Business Island

ITIsland

Building bridges

Topic IT Business

IT IT=OK, Business=OK

Not my biggest problem

Reduce uncertainty by

One perfect solution

Various strategies

Driver Utopia Survival

Dimensions One Many

Decision-making Rational Intuitive

World Static Dynamic

Different planets

Agenda

• Business people versus IT people• Thinking out of the IT Box• ALM from a Business Perspective• Positioning BiSL model• Overview BiSL• Resources

Introduction

• Director of International Affairs• IT Management Consultant & member of

CTO Office at Capgemini• ‘Champion’ at EXIN• Lecturer at Rotterdam, Brussels, Hangzhou• Author & Speaker• IT Paradigmologist• IT Management Philosopher

1978-84

1985-89

1990-94

1995-99

2000-04

2005-10

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SpeakerAuthorTrainerManagerConsultantDeveloper

Hap

pine

ss

Time

ASL BiSL Foundation

• Professional association for IM/AM• Founded in 2002, Not-for-profit, Vendor-

independent, Public domain organization• Advance professionalization of IT from both

a business and an IT perspective• Freely available standards & best practices• www.aslbislfoundation.org

http://www.aslbislfoundation.org/

Knowledge

• Process frameworks: ASL and BiSL• Best practices• Publications & e-books; Books (fee)• On-line support• Individual examination specification (EXIN)• Theme sessions; Annual conference (fee)

Speed of business change

Complexity of hybrid application landscapes

Immature demand management

Relationship between business and IT

Agenda


What do IT people think about Business people?

• Don’t know what they want• Are always changing their minds• Won’t take responsibility for decisions• Don’t use the system properly• Blame us for everything• Don’t trust us• Don’t understand us

What IT responsibilities does IT think the Business has?

• Usage of information (systems)• Business data (quality)• Contact with IT• Functionality and quality requirements• Implementing change in organization• Business cases and funding; procurement• Information policy and strategy

What IT responsibilities does the Business think it has?

Huh?

What do Business people think about IT people?

• Speak techno-babble• Aren’t pragmatic enough• Too slow• Say it’s our fault – “you didn’t tell us that”• Are reluctant to learn about the business• Live in a world of their own• Don’t understand us and our business

Introduction

ITBusiness

Agenda


Thinking out of the IT box

Demand & UseSupply

Business Departments

IT Service Providers &Suppliers of IT Components

Business

IT Services

IT

Agenda


Economic LifecycleIdentification

Justification

Exploitation

Realization

Evaluation

Identification

• Get brilliant idea to achieve less capital / more income / fewer costs / less risk

• Use IT to improve existing business• Use IT to create new business• Balance IT change & organizational change• Specify requirements

Justification

• Well informed decision making• Cost benefit analysis• Political feasibility – often compromises• Impact on non-IT aspects• Priorities: budget and planning• Long term investments vs market

uncertainty

Realization

• Contract IT Services & participate in design• Design non-automated aspects• Review & test application & organization• Transition

– Planning & coordination– Communication, communication,

communication– “Implementation between the ears”

Exploitation

• End user support– Productive users / Optimal use of applications

• Business data management– Corporate data / Data quality / Ad hoc queries

• Operational supplier management– Standard service requests– Availability, performance, continuity– Monitoring operational supplier performance

Evaluation

• Project planning and use of resources• Financial performance, return on

investment• Supplier performance• Information as an effective business

resource

Business IT Roles Key to successful outsourcing

· Super users· Business data manager· Operational supplier manager· Contract manager· Project/transition/change managers· Enterprise architect· Strategic supplier manager

Agenda


FunctionalityApplications

InfrastructureServices

ITIL V3

ASL

BiSL

IT (Supply) Business (Demand& Consumption)

Agenda


Planning and resource management

Financialmanagement

Demandmanagement

Contract management

Operational supplier

management

Business datamanagement

End usersupport

Infor-mationcoor-

dination

User management cluster Functionality management cluster

Specifyinformation

requirements

Design non-automated

IS

Prepare transition

Reviewing and testing

Establishbusiness

process devel.

Informationstrategycluster

Strategicsupplier

management

Strategic infor-mation partnermanagement

I-organizationstrategy

Strategic userrelationship

management

I-organizationstrategycluster

Informationlifecycle

management

Establishinformationchain devel.

Establishtechnologicaldevelopments

Change-mgt

Transitionmgt

Informationportfolio

management

BiSL

Business responsibilities

• Usage of information (systems)• Business data (quality)• Contact with IT• Functionality and quality requirements• Implementing change in organization• Business cases and funding; procurement• Information policy and strategy

• Usage of information• Business data• Contact with IT• Functionality and quality requirements• Implementing change in organization• Business cases and funding; procurement• Information policy and strategy

Operational supplier

management

Business datamanagement

End usersupport

User management cluster


Functionality management cluster

Specifyinformation

requirements

Design non-automated

IS

Prepare transition

Reviewing and testing

Change-mgt

Transitionmgt


Planning and resource management

Financialmanagement

Demandmanagement

Contract management


Infor-mationcoor-

dination

Establishbusiness

process devel.

Informationstrategycluster

Strategicsupplier

management

Strategic infor-mation partnermanagement

I-organizationstrategy

Strategic userrelationship

management

I-organizationstrategycluster

Informationlifecycle

management

Establishinformationchain devel.

Establishtechnologicaldevelopments

Informationportfolio

management

Summing up

• ‘BIM’ is a Business responsibility, not IT• IT suffers when BIM is poorly executed• ITIL, ASL, … = guidance for ITSM• BiSL = guidance for Business• Operational, tactical, strategic guidance• It’s not easy – develop BIM capabilities• It’s a journey – step by step

Agenda


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Impact analysis

Realization

Testing

Design

Implementation

Software control and distribution

Life cyclemanagement

ICT portfoliomanagement

Customerorganisations

strategy

ICT developments

strategy

Customer environment

strategy

Servicedelivery

definition

Organizationcycle

management

SupportEnhancement

&renovation

Management processes

Connecting processes

Planning& control

Costmanagement

Qualitymanagement

Service levelmanagement

Strategic processes

Changemanagement

Marketdefinition

Accountdefinition

Technologydefinition

Skillsdefinition

Incidentmanagement

Configurationmanagement

Availabilitymanagement

Continuitymanagement

Capacitymanagement

Operational

processesOperational processes

Applicationscycle

management

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Recap

Please keep in touch!

[email protected] @ LinkedInmarksmalley @ Twitter

smalleysoneliners.blogspot.com

www.aslbislfoundation.orgFree downloads & Newsletter

alm from a business perspective (itsmf, antwerp, mar 2011)

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