IT spring (itSMF, Gold Coast, Australia, Aug 2012)
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1
IT Spring amp Occupy IT
bull Mark Smalley
2
leadit12marksmalley
Speakerrsquos challenge
3
Androids AnonymousCan you stop the habit
4
bull Pay partial attention mdash continuously bull Want to be a live node on the networkbull Connect and be connectedbull Scan for opportunitiesbull Busy and connected = alive recognized significantbull Artificial sense of constant crisis ndash canrsquot miss anythingbull Feeling overwhelmed over-stimulated unfulfilledbull We are so accessible wersquore inaccessible powerless
Linda Stone
Continual Partial Attention Disorder
5
FOMO
Chris Dancy
6
A
H
Project Chicken
L
7
P
H
8
C
W
P
60th Wedding Anniversary 2008
Project Chicken 2012
9
10
11
12
What was the desired outcome of Project Chicken
13
Global Research
14
How do youhellip
15
How do youhellip
16
How do youhellip
17
How do youhellip
18
Different planets
SQ or EQ
Stuart Wray lsquoSQ Minus EQ can Predict Programming Aptitudersquo
Ads by Smalley
EQ SQ EQSQ
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
3
Androids AnonymousCan you stop the habit
4
bull Pay partial attention mdash continuously bull Want to be a live node on the networkbull Connect and be connectedbull Scan for opportunitiesbull Busy and connected = alive recognized significantbull Artificial sense of constant crisis ndash canrsquot miss anythingbull Feeling overwhelmed over-stimulated unfulfilledbull We are so accessible wersquore inaccessible powerless
Linda Stone
Continual Partial Attention Disorder
5
FOMO
Chris Dancy
6
A
H
Project Chicken
L
7
P
H
8
C
W
P
60th Wedding Anniversary 2008
Project Chicken 2012
9
10
11
12
What was the desired outcome of Project Chicken
13
Global Research
14
How do youhellip
15
How do youhellip
16
How do youhellip
17
How do youhellip
18
Different planets
SQ or EQ
Stuart Wray lsquoSQ Minus EQ can Predict Programming Aptitudersquo
Ads by Smalley
EQ SQ EQSQ
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
4
bull Pay partial attention mdash continuously bull Want to be a live node on the networkbull Connect and be connectedbull Scan for opportunitiesbull Busy and connected = alive recognized significantbull Artificial sense of constant crisis ndash canrsquot miss anythingbull Feeling overwhelmed over-stimulated unfulfilledbull We are so accessible wersquore inaccessible powerless
Linda Stone
Continual Partial Attention Disorder
5
FOMO
Chris Dancy
6
A
H
Project Chicken
L
7
P
H
8
C
W
P
60th Wedding Anniversary 2008
Project Chicken 2012
9
10
11
12
What was the desired outcome of Project Chicken
13
Global Research
14
How do youhellip
15
How do youhellip
16
How do youhellip
17
How do youhellip
18
Different planets
SQ or EQ
Stuart Wray lsquoSQ Minus EQ can Predict Programming Aptitudersquo
Ads by Smalley
EQ SQ EQSQ
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
5
FOMO
Chris Dancy
6
A
H
Project Chicken
L
7
P
H
8
C
W
P
60th Wedding Anniversary 2008
Project Chicken 2012
9
10
11
12
What was the desired outcome of Project Chicken
13
Global Research
14
How do youhellip
15
How do youhellip
16
How do youhellip
17
How do youhellip
18
Different planets
SQ or EQ
Stuart Wray lsquoSQ Minus EQ can Predict Programming Aptitudersquo
Ads by Smalley
EQ SQ EQSQ
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
6
A
H
Project Chicken
L
7
P
H
8
C
W
P
60th Wedding Anniversary 2008
Project Chicken 2012
9
10
11
12
What was the desired outcome of Project Chicken
13
Global Research
14
How do youhellip
15
How do youhellip
16
How do youhellip
17
How do youhellip
18
Different planets
SQ or EQ
Stuart Wray lsquoSQ Minus EQ can Predict Programming Aptitudersquo
Ads by Smalley
EQ SQ EQSQ
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
7
P
H
8
C
W
P
60th Wedding Anniversary 2008
Project Chicken 2012
9
10
11
12
What was the desired outcome of Project Chicken
13
Global Research
14
How do youhellip
15
How do youhellip
16
How do youhellip
17
How do youhellip
18
Different planets
SQ or EQ
Stuart Wray lsquoSQ Minus EQ can Predict Programming Aptitudersquo
Ads by Smalley
EQ SQ EQSQ
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
8
C
W
P
60th Wedding Anniversary 2008
Project Chicken 2012
9
10
11
12
What was the desired outcome of Project Chicken
13
Global Research
14
How do youhellip
15
How do youhellip
16
How do youhellip
17
How do youhellip
18
Different planets
SQ or EQ
Stuart Wray lsquoSQ Minus EQ can Predict Programming Aptitudersquo
Ads by Smalley
EQ SQ EQSQ
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
9
10
11
12
What was the desired outcome of Project Chicken
13
Global Research
14
How do youhellip
15
How do youhellip
16
How do youhellip
17
How do youhellip
18
Different planets
SQ or EQ
Stuart Wray lsquoSQ Minus EQ can Predict Programming Aptitudersquo
Ads by Smalley
EQ SQ EQSQ
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
10
11
12
What was the desired outcome of Project Chicken
13
Global Research
14
How do youhellip
15
How do youhellip
16
How do youhellip
17
How do youhellip
18
Different planets
SQ or EQ
Stuart Wray lsquoSQ Minus EQ can Predict Programming Aptitudersquo
Ads by Smalley
EQ SQ EQSQ
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
11
12
What was the desired outcome of Project Chicken
13
Global Research
14
How do youhellip
15
How do youhellip
16
How do youhellip
17
How do youhellip
18
Different planets
SQ or EQ
Stuart Wray lsquoSQ Minus EQ can Predict Programming Aptitudersquo
Ads by Smalley
EQ SQ EQSQ
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
12
What was the desired outcome of Project Chicken
13
Global Research
14
How do youhellip
15
How do youhellip
16
How do youhellip
17
How do youhellip
18
Different planets
SQ or EQ
Stuart Wray lsquoSQ Minus EQ can Predict Programming Aptitudersquo
Ads by Smalley
EQ SQ EQSQ
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
13
Global Research
14
How do youhellip
15
How do youhellip
16
How do youhellip
17
How do youhellip
18
Different planets
SQ or EQ
Stuart Wray lsquoSQ Minus EQ can Predict Programming Aptitudersquo
Ads by Smalley
EQ SQ EQSQ
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
14
How do youhellip
15
How do youhellip
16
How do youhellip
17
How do youhellip
18
Different planets
SQ or EQ
Stuart Wray lsquoSQ Minus EQ can Predict Programming Aptitudersquo
Ads by Smalley
EQ SQ EQSQ
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
15
How do youhellip
16
How do youhellip
17
How do youhellip
18
Different planets
SQ or EQ
Stuart Wray lsquoSQ Minus EQ can Predict Programming Aptitudersquo
Ads by Smalley
EQ SQ EQSQ
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
16
How do youhellip
17
How do youhellip
18
Different planets
SQ or EQ
Stuart Wray lsquoSQ Minus EQ can Predict Programming Aptitudersquo
Ads by Smalley
EQ SQ EQSQ
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
17
How do youhellip
18
Different planets
SQ or EQ
Stuart Wray lsquoSQ Minus EQ can Predict Programming Aptitudersquo
Ads by Smalley
EQ SQ EQSQ
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
18
Different planets
SQ or EQ
Stuart Wray lsquoSQ Minus EQ can Predict Programming Aptitudersquo
Ads by Smalley
EQ SQ EQSQ
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
19
Different planets
The N Word
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
20
Different planets
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
21
Different planets
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
22
How do youhellip
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
23
Conditioning
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
24
marksmalley
IT Paradigmologist
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
25
Andrew Oswald
Happiness is U-Shaped
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
26
Charles Handy
Line of Everything
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
27Emanuel School (1594)
Claim to Fame
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
28
Tim Berners-Lee
Emanuel School (1889)
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
29
ldquotends to become a little confused at timesrdquo
ldquoA pleasant thoughtful boyrdquo
1964
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
30
IT Paradigmology
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
31
InfoSyst
UserOrg
IT Org
Big IT Picture
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
32
IT ParadigmIT Tsunamirsquos
InfoSyst
UserOrg
IT Org
Social
Mobile
Apps
BYO
Games
Democracy
Clouds
Lean
Agile
Offshore
ABC
Outside-in
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
33
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Agenda
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
34
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
d
Com
mod
itization
Clou
difi
cation
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
35
bull Cheapbull Quality Safetybull Supplier
independencebull Compatibility
interoperabilitySource Simon Wardley
OSCON 09
Standardization amp commoditization
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
36
bull Technology tends to standardize and commoditize
bull IT Service Providers have to constantly create more value for their customers
Business
process
Application
Infrastructure
Commoditization Escalator
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
37
IT Service Manager Caught between a Rock and a Hard Place
Supply
Dem
an
dC
onsu
mer
izat
ion
Dem
ocra
tiza
tion
37
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
38wwwgartnercomitpagejspid=1826214
bull Media Tablets and Beyondbull Mobile-Centric Applications and Interfacesbull Contextual and Social User Experiencebull Internet of Thingsbull App Stores and Marketplacesbull Next-Generation Analyticsbull Big Databull In-Memory Computingbull Extreme Low-Energy Serversbull Cloud Computing
Gartner Top 10 Strategic Technologies 2012
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
39
25 of Britons says that their computer is
ldquothe most irreplaceable thing in their liferdquo
wwwtelegraphcouktechnologynews
8628730Computers-irreplaceable-for-1-in-4html
My computer
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
40httpgigaomcom20110803how-much-do-you-love-your-phone
Would you rather
give up your phone orbull Alcohol ndash 70bull Chocolate ndash 63bull Sex ndash 33bull Computer ndash 20
66 sleep next to phone
My phone
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
41
bull 20 use smartphone during a performancebull 20 use smartphones in quiet venuesbull 25 take work-related calls on holidaybull 33 teenagers use smartphones during mealsbull 67 teenagers were ldquohighly addictedrdquobull 50 use them in the lavatorybull 40 answer their phone at nightbull 25 watch less TV because of smartphonebull 15 read fewer books because of it
httpwwwtelegraphcouktechnologymobile-phones
8680613Smartphone-addiction-adults-are-as-guilty-as-childrenhtml
My smartphone
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
42
ITrsquos all about apps
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
43
What kind of a relationship do you have with your apps
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
44
Celebrity Sweetheart
Stepmother Janitor
Low High
Low
Hig
h
S
oci
al l
ike
s
Social interactions
What kind of apps do you use
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
45
bull Very popular lots of updates
bull Removing this app would cause a revolution
bull Your sweethearts
Sweetheart
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
46
bull Some people like it but most are indifferent
bull Replacement inconvenient but no protests
bull Your janitors
Janitor
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
47
bull Great interest but whatrsquos the actual value
bull Donrsquot worry if it disappears therersquoll be another sexy star before long
bull Your celebrities
Celebrity
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
48
bull Nobody likes using it but they have to
bull Replacing this app would make peoplersquos business lives a lot easier
bull Your stepmothers
Stepmother
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
49
Stepmother
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
50
bull Mistress ndash as in lsquoShadowrsquo or lsquoRoguersquo ITbull Napoleon (complex)bull My best friend (gets me out of trouble)bull hellip
Other kinds of apps
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
51
Trains buses cars scooters
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
52
bull Like unlikebull Friend unfriend
Develop a relationship with your apps
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
53
HAL ldquoLook Dave I can see youre
really upset about this I honestly think
you ought to sit down calmly take a
stress pill and think things overrdquo
2001 A Space Odyssey
Stanley Kubrick 1968
And let your app develop a relationship with youhellip
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
54
bull Like unlikebull Friend unfriend
Develop a relationship with your IT department
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
55
Develop a relationship with your IT department
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
56
The rise and fall of IT
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
57The Creation of Adam
Michelangelo 1508-1512
In the beginning there was IThellip
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
58Lament for Icarus
Herbert James Draper 1898
Creation elevation destruction
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
59
IT
Users(and then itrsquos your fault when it goes wrong)
ldquoJust tell us what you wantrdquo
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
60
You wouldnrsquot want anything nasty to happen to those servers would you
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
61
bull Bank robbery at Norrmalmstorg in 1973
bull Robbers held employees hostage for 6 days
bull Victims became emotionally attached to their victimizers
bull Even defended their captors after they were freed
Stockholm syndrome
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
62
Prague Spring 1968
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
63
Arab Spring 2011
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
64
Helsinki Spring 2011ldquoAngry young Finnsrdquo
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
65
IT Spring ndash Occupy IT
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
66
IT Spring ndash Occupy IT
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
67
Users are
revolting
Topple the
IT dictators
Liberate the usersBefriend the users
IT Spring ndash Occupy IT
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
68
Smalley is revolting
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
69
Nuclear DisarmamentService Level Disarmament
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
70
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
71
Rick Mans
IT Spring
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
72
bull Recognize value of emotional relationships
bull Use Social as a design principle for applications and processes
bull Engage the users
bull Information Technology Engagement Technology
IT Spring
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
73
Next generation IT
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
74
Business is more demanding and IT savvy Suppliers are encroaching into the ITSM space ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
75
bull Donrsquot know what they wantbull Are always changing their mindsbull Make unreasonable demandsbull Wonrsquot take responsibility for decisionsbull Donrsquot use the system properlybull Canrsquot think strategicallybull Blame us for everythingbull Donrsquot trust usbull Donrsquot understand us
What does IT think about the Business
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
76Source wwwchathamukcomswritingit-on-board
Board research
How important do you believe IT is to the future of your businessndash 94 - EXCEEDINGLY
How highly do you rate your own IT functionndash 46 - NOT VERY HIGHLYndash 32 - THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the inner sanctumndash 98 - NO
What does the Business think about IT
Robina Chatham
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
77
Ste
phen
M
ann
Key issues for IT executives
ldquoTechnology is too important to the business not to be engaged and IT does not understand the business well enough to be left
to its own devicesrdquo
ldquoCIO will potentially be
relegated to managing legacy
interfaces and the underlying
infrastructurerdquo
ldquoIT is at risk of being bypassed for
services firms and consultantsrdquo
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
78
World-wide ABC of ICT Surveys
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
79
The lsquothemrsquo and lsquousrsquo culture
No management commitmentNot my responsibility
Everything has the highest priority according to the users
Too little business involvement in requirements specification
and testing
I demand and you give (in)
IT has too little understanding of business impactpriority
IT thinks it doesnrsquot need to understand the business to
make a business case
The framework (ITILBISLASL) is the objective not the goal
IT is too internally focused
Whatrsquos wrong with the business-IT relationship
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
80
Different planets
John Gray lsquoMen are from Mars Women are from Venusrsquo
Ads by Smalley
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
81
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
82
Different planets
Fix it or
talk about it
Fawlty Towers lsquoThe Wedding Partyrsquo
Ads by Smalley
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
83
Different planets
Men want to fix thingsm
The IT Skeptic wwwitskepticorgwe-need-movement
Ads by Smalley
with things
Technical
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
8484
Men donrsquot
do empathy
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
8585
When women hear
about the symptoms
of Asperger
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
8686
they wonder whether their husbands have it
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
8787
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
8888
ldquoWe canrsquot help men and womento speak the same language
but we can teach them to understand bothrdquo
Pat Heim lsquoRow Boat Cartoonrsquo wwwheimgroupcom
Ads by Smalley
Business and IT
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
89
InfoSyst
UserOrg
IT Org
Thinking out of the IT box
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
90
Business is more demanding and IT savvy
Suppliers are encroaching into the ITSM space
ITSM has to move up the value chain from supplier mode to business partner mode
ITSM needs to develop business knowledge and empathy collaboration acquisition skills
Business and IT must find a way to engage and align at all levels
BiSL helps formalize this engagement which has been a top issue for more than 10 years
Re-invent ITSM and embrace Occupy IT
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
91
Shows how to
bull Ensure that the business gets the information that it needs
bull Acquire and manage IT services effectively and efficiently from a demand (business) perspective
Process framework best practices training amp qualification (APMG) scheme priSM accreditation publications with guidance knowledge network
Business Information Services Library
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
92
lsquoBusiness amp IT must engage
and align at all levelsrsquo has been
a top issue for more than 10 years
Results of the world-wide
ABC of ICT surveys with 3800 respondents
BiSL helps formalize this engagement
Paul
Wilkinson
ABC of ICT amp BiSL
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
93
Interfaces between business amp IT Relationship with the users Strategic use of information amp IT Business cases costbenefit mgmt Specification procedures acceptance and training
Business-side goals activities amp results demarcation business amp IT
Positioning of Information Management as a business responsibility
BiSL addresses
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
94
Directinformation
strategy
Changefunctionality
Supportusers
Organizeinformation
management
BiSL Framework
Manage activities amp resources benefits amp costs info quality IT dept
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
95
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
BiSL Framework
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
96
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Interfaces between business and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
97
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
End usersupport
Relationship with the users
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
98
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Strategic use of information and IT
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
99
Contract management
Planning and resource management
Financialmanagement
Demandmanagement
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Business cases and costbenefit mgmt
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
100
Planning and resource management
Financialmanagement
Demandmanagement
Contract management
Operational supplier
management
Business datamanagement
End usersupport
Infor-mationcoor-
dination
Specify information
requirements
Design non-automated
info systems
Preparetransition
Review and testing
Establishbus process developments
Strategicsupplier
management
Strategic info partnermanagement
I-organizationstrategy
Strategic userrelationship
management
Informationlifecycle
management
Establish info chain
developments
Establishtechnologicaldevelopments
Change-management
Transitionmanagement
Informationportfolio
management
Specification procedures acceptance amp transition
Use management cluster Functionality management cluster
Information strategy clusterI-organization strategy cluster
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
101
Positioning BiSL
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
102
wwwaslbislfoundationorg (white papers)or wwwbest-management-practicecom
102
ISO 20000 amp BiSL
ITIL amp BiSL
ITILreg V3 amp BiSL
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
103
ITILreg V3 amp BiSL
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
104
bull BiSL describes responsibilities of the Business and aims primarily to guide the Business
bull ITIL describes part of BiSLrsquos domain in order that IT Service Providers have better understanding of the Businessrsquo role
bull Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business BiSL and ITIL can be regarded as complementary frameworks
Conclusion ITIL amp BiSL arecomplementary frameworks
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
105
ldquoStarting in September itSMF USA Board of Directors are available to facilitate a session on BiSL
An itSMF USA board member delivers the session
No costs or travel costs to the IG (interest group)
Schedule Available on first come-first serve basis
We are excited to bring strategies for supporting IT service management with new and engaging perspectivesrdquo
Source itSMF USA News amp Event Bulletin 27 July 2012
itSMF USA amp BiSL
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
106
Suppliers are encroaching into the ITSM space Business is more demanding and IT savvy ITSM has to move up the value chain from supplier
mode to business partner mode ITSM needs to develop business knowledge and
empathy collaboration acquisition skills Business and IT must find a way to engage and align
at all levels
Re-invent ITSM and embrace Occupy IT
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
107
IT Benefits
Business Benefits
Profit
IT
Revenue
Cost
New business
Better functionality
Quicker TTM
Fewershorteroutages
More flexible
Cheaper
More productive
Businessoperations
CurrentbusinessITIL
SD Tool
SaaS
hellip
ITS
M n
itiat
ives
Revenue growth
Customer satisfaction
Efficiency drive
Business Value
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
108
The Big IT Picture
IT Service manager in the squeeze
IT Spring amp Occupy IT
Relationship between business and IT
Re-inventing ITSM and embracing Occupy IT
Business responsibilities amp BiSL framework
Recap
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
109
RecommendationsConsume the food for thoughtndash Revisit your position on the IT value chainndash Work on engaging with the businessndash Take a look at BiSLndash Use social media as a design principlendash Embrace lsquoOccupy ITrsquo
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
110
Additional resourcesPeople who liked this presentation also likedhellipbull White papers amp publications (wwwaslbislfoundationorg)
bull IT Springbull Reinvent IT Service Managementbull Information Management amp my Demand-Supply Fetishbull IT is from Flatland Business is from Spacelandbull BiSL Management Guidebull BiSL A Framework for Business Information Management
ndash marksmalleyaslbislfoundationorg amp marksmalley
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
111
What was the desired outcome of Project Chicken
112
1 Eggs2 Money3 People4 ConversationAsk the client
112
1 Eggs2 Money3 People4 ConversationAsk the client
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