The Flipside of IT - Introducing BiSL

www.apmg-international.com

APMG-International Webinar

The Flipside of ITIntroducing BiSL®

(the Business Information Services Library)

Wednesday 23 January 2013 / 14:00 GMT / 15:00 CET

Presented by Mark Smalley, ASL BiSL Foundation

www.APMG-International.com

2

@APMG_Inter & @marksmalley

Agenda• Welcome & introduction

– Machiel Cremer, Marketing Manager - Benelux, APMG-International

• The Flipside of ITIntroducing BiSL®– Mark Smalley, Ambassador, ASL BiSL Foundation

• Q&A• More Information• Close

3


About APMG-International• Global Examination & Accreditation Institute• Official accreditation/qualification body for UK Cabinet Office PPM portfolio

• Full portfolio of professional management qualifications

• Accredit ATOs & ACOs (275+)• HQ in UK; Operational offices or formal representation in 11 countries

• Over 17,000 examinations sat every month• Full details at www.APMG-International.com

4


Presenter

• Mark Smalley• Ambassador at the ASL BiSL Foundation• Contributor to ASL & BiSL certification at APMG

• Self-employed IT Management Consultant at Smalley.IT

• Author of many ASL & BiSL papers and articles• Prolific speaker at international IT conferences

• Opinionated ‘IT Paradigmologist’

5


IT ParadigmologistHa

ppin

ess (

%)

Manager

Prog

ram

mer Consultant

Paradigmologist

Work is more fun than fun – Noël Coward

6


Oslo

Stockholm

Minneapolis/ St Paul

Bratislava

London

Bangkok

Kuala Lumpur

Singapore

Gold Coast

Copenhagen

Malmö

Dallas

7


Participants

Where are you based?1.UK2.Europe3.Americas4.Australasia5.Rest of the world

Poll

8


Enterprise

Participants Poll

Bus.dept.

ITdept.

Ext.IT servprov

ConsultantTrainer

CustomerCitizen

Manuf.IT comp.

Where do you work? (employed or contractor)1.External IT service provider2.IT department3.Business department4.Trainer/Consultant5.Other

9


Summary

● Information is an increasingly important business asset that deserves better management

● The flipside of IT is ‘Business Information Management’: a crucial business responsibility that is often underpowered

● Effective BIM needs business knowledge, IT insight, soft skills and clear roles and responsibilities

● BiSL is a best practice process framework that addresses effective usage of information and IT services from a business (demand) perspective

10


BiSL helps…Role Pain CauseBusiness managersProcess ownersBusiness analystsInformation managers

Delays and costs, reputation damage, compliancy risks, missed revenue

Poor (use of) information and technology

Project managers Delayed sign-off, poor professional reputation

IT deliverables not embedded in business processes

IT (service) managersFront-line IT practitionersIT consultants

Dissatisfied users / business, feeling misunderstood

Misalignment of IT with the business

11


Duh

12


Increasingly complex & dynamic world

ComplexStable

SimpleStable

ComplexDynamic

SimpleDynamic

Com

plex

ity

Changeability

13


Information is more important than ever

ComplexStable

SimpleStable

ComplexDynamic

SimpleDynamic

Com

plex

ity

Changeability

Information

for survival

and success

14


Information is more important than ever

ComplexStable

SimpleStable

ComplexDynamic

SimpleDynamic

Com

plex

ity

Changeability

Information

for survival

and success

Accuratecustomer

records

Competitiveadvantage from

Big Data

15


Com

plex

ity

ChangeabilitySour

ce: C

apge

min

i IM

Sur

vey

2012

Challenged organizations manage information better

16


‘Business Information Management’“The means by which an organization efficiently plans, collects, organizes, uses, controls, disseminates and disposes of its information, and through which it ensures that the value of that information is identified and exploited to the fullest extent.1) It is a corporate responsibility that needs to be addressed and followed from the most senior levels of management to the front line worker. Organizations must be held and must hold their employees accountable to manage information appropriately and responsibly.2)”

Sources: 1) Queensland Government & 2) AIIM

17


‘Business Information Management’Goals:●Ensure that the organisation is provided with the information that it needs●Acquire and manage IT services effectively and efficiently, from a demand (business) perspective●Ensure that the organisation uses information and IT effectively and efficiently

18


‘Business Information Management’Key questions for business directors:●Are you spending the right amount of time and money on information (as opposed to other business assets)?●Are you spending it well?

● Decision-making: are the right people taking well-informed decisions about important topics?

● Execution: do you have the relevant competences and relationships?

19


Business responsibilities

● Determine which information is required and which part will be automated

● Delegate the automated part to the IT department and/or external service providers

● Organize the non-automated part● Ensure the quality of information

● Ensure effective and efficient usage of information (systems)

20


Business responsibilities

● Determine which information is required and which part will be automated

● Delegate the automated part to the IT department and/or external service providers………………………………….

● Organize the non-automated part● Ensure the quality of

information ● Ensure effective and efficient

usage of information (systems)

● Provide appropriate functionality

● Run information systems

● Support users

● Advise about the above

IT responsibilities

21


Division of responsibilities

Agree with these responsibilities?1.All2.Most3.About half4.Some5.None

Poll

22


PollIT concerns

What’s your organization’s highest IT priority?1.Lowering cost of IT2.Improving reliability of IT3.Increasing speed of change of IT4.Using IT to improve business efficiency5.Using IT to improve business revenue

23


Top IT management concerns2012US1. Business productivity and cost reduction2. = Business agility and speed to market3. IT and business alignment4. IT reliability and efficiency5. Business process re-engineering6. IT strategic planning7. Revenue generating IT innovations8. IT cost reduction9. Security and privacy10. Globalization

2011US/EUR

4/3 2/11/16/43/55/79/-

10/68/8-/-

2010US/EUR

1/12/33/43/63/26/7-/-8/8

9/15-/-So

urce

s: S

IM (U

S) &

BIT

TI

(EUR

)

24


IT value chainBusiness Goals

IT Benefits

Business Benefits

Profit

IT

Revenue

Cost

MoreBetter functionality

Quicker TTM

Fewer/shorteroutages

More flexible

Cheaper

More productive

Cheaper

Better

YourIT

initiative

25


Top IT mgmt concernsBusiness Goals

IT Benefits

Business Benefits

Profit

IT

Revenue

Cost

MoreBetter functionality

Quicker TTM

Fewer/shorteroutages

More flexible

Cheaper

More productive

Cheaper

Better

YourIT

initiative

14

2

3

4

1. Business productivity & cost reduction

2. Business agility & speed to market

3. IT & business alignment

4. IT reliability & efficiency

5. Business process re-engineering

6. IT strategic planning7. Revenue generating

IT innovations8. IT cost reduction9. Security & privacy10. Globalization

7

8

56

109

26


IT takes two to tango

27


28


Business Information Management is often the weakest link

29


Com

plex

ity

ChangeabilitySour

ce: C

apge

min

i IM

Sur

vey

2011

-201

2

Although challenged organizations manage information better…

30


…most are only in maturity phase 1 or 2

Gartner EIM model

Sour

ce: C

apge

min

i IM

Sur

vey

2011

-201

2

31


Agree with these statements?1.Business is the weakest link2.IT is the weakest link 3.Both need equal improvement4.Neither need much improvement

PollRelative strength of BIM

32


33


Silver bullet surrogate

●Create awareness ●Earn mandate and recognition●Success factor: visionary leadership

●Invest in soft skills (negotiation, networking)

●Clarify roles and responsibilities

34


BiSL, the Business InformationServices LibraryProcess framework, best practices, training & qualification (APMG) scheme, priSM accreditation, ITIL Complimentary Qualification, (free)publications and guidance, knowledge network●Ensure that the organisation is provided with the information that it needs●Acquire and manage IT services effectively and efficiently, from a demand (business) perspective●Ensure that the organisation uses information and IT effectively and efficiently

35


History of BiSL

1997 Development of the FBM framework for BIM by the privatized Dutch Computer Center, RCC

2003 Rebranding of FBM as BiSL and transfer of stewardship to the ASL BiSL Foundation

2005 Formal launch of BiSL2011 BiSL Foundation (BiSLF) recognized as priSM

credential2012 Second edition of BiSL (minor revisions)2012 BiSLF recognized as ITIL Complementary

Qualification

The de facto standard for BIM in NL, usually with ASL for Application Management & ITIL for IT Infrastructure Mgmt

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IT Paradigmologist at work

37


IT Paradigmologist at work

38


The big IT picture

ITOrg

User Org

Demand

SupplyConsumptionInfoSyst

39


Guidance

ITOrg

User Org

Demand


40


Demand


Demand

41


BusinessStrategy

Business Projects

BusinessOperations

InformationStrategy

Functionality Management

UsageManagement

IT Strategy

IT Projects & Releases

IT Operations

ApplicationStrategy

ServiceStrategy

ApplicationMaintenance

& Renewal

ServiceDesign & Transition

ApplicationSupport

ServiceOperation

IT Services

IT SupplyBusiness

BiSL ASL ITIL

BiSL ASL ITIL

Bus. Info. Mgmt incl. IT Demand Mgmt

42


BiSL framework

Directinformation

strategy

Changefunctionality

Supportusers

Organizeinformation

management

Manage information management

43


BiSL framework

Planning and resource management

Financialmanagement

Demandmanagement

Contract management

Operational supplier

management

Business datamanagement

End usersupport

Infor-mationcoor-

dination

Use management cluster Functionality management cluster

Specify information

requirements

Design non-automated

info. systems

Preparetransition

Review and testing

Establishbus. process developments

Strategicsupplier

management

Strategic info. partnermanagement

I-organizationstrategy

Strategic userrelationship

management

I-organization strategy cluster

Informationlifecycle

management

Establish info. chain

developments

Change-management

Transitionmanagement

Informationportfolio

management

Man

agem

ent

Ope

ratio

nsSt

rate

gy

Information strategy cluster

Establishtechnologicaldevelopments

44


BiSL framework


Financialmanagement

Contract management


management


End usersupport

Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing


Strategicsupplier

management




management



management


developments

Change-management



management

Man

agem

ent

Ope

ratio

nsSt

rate

gy

44


Demandmanagement


45


BiSL framework


Financialmanagement

Contract management


management


End usersupport

Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing


Strategicsupplier

management




management



management


developments

Change-management



management

Man

agem

ent

Ope

ratio

nsSt

rate

gy

45


Demandmanagement


46


BiSL framework


Financialmanagement

Contract management


management


End usersupport

Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing


Strategicsupplier

management




management



management


developments

Change-management



management

Man

agem

ent

Ope

ratio

nsSt

rate

gy

46


Demandmanagement


47


BiSL framework


Financialmanagement

Contract management


management


End usersupport

Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing


Strategicsupplier

management




management



management


developments

Change-management



management

Man

agem

ent

Ope

ratio

nsSt

rate

gy

47


Demandmanagement


48


BiSL framework


Financialmanagement

Contract management


management


End usersupport

Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing


Strategicsupplier

management




management



management


developments

Change-management



management

Man

agem

ent

Ope

ratio

nsSt

rate

gy

48


Demandmanagement


49


BiSL framework


Financialmanagement

Contract management


management


End usersupport

Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing


Strategicsupplier

management




management



management


developments

Change-management



management

Man

agem

ent

Ope

ratio

nsSt

rate

gy

49


Demandmanagement


50


BiSL framework


Financialmanagement

Contract management


management


End usersupport

Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing


Strategicsupplier

management




management



management


developments

Change-management



management

Man

agem

ent

Ope

ratio

nsSt

rate

gy

50


Demandmanagement


51


Operation use of information (systems)


Financialmanagement

Contract management


management


End usersupport

Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing



Strategicsupplier

management





management


developments


Change-management



management

Man

agem

ent

Ope

ratio

nsSt

rate

gy

Demandmanagement


management

52


Improvement, business cases & cost/benefit mgmt

Contract management


Financialmanagement

Demandmanagement


management


End usersupport

Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing



Strategicsupplier

management




management



management


developments


Change-management



management

Man

agem

ent

Ope

ratio

nsSt

rate

gy

53


Specs, procedures, acceptance & transition


Financialmanagement

Demandmanagement

Contract management


management


End usersupport

Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing



Strategicsupplier

management




management



management


developments


Change-management



management

Man

agem

ent

Ope

ratio

nsSt

rate

gy

54


Interfaces with the IT department


Financialmanagement

Demandmanagement

Contract management


management


Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing



Strategicsupplier

management




management



management


developments


Change-management



management

Man

agem

ent

Ope

ratio

nsSt

rate

gy

End usersupport

55


Strategic use of information and IT


Financialmanagement

Demandmanagement

Contract management


management


End usersupport

Infor-mationcoor-

dination


Specify information

requirements


info. systems

Preparetransition

Review and testing



Strategicsupplier

management




management



management


developments


Change-management



management

Man

agem

ent

Ope

ratio

nsSt

rate

gy

56


BiSL, the Business Information Services Library• BiSL describes the processes for the whole Business Information Management domain

• You decide to which degree they need to be formalized and who is responsible for what

• Free publications offer best practice guidance for process improvement

• Consultancy, training & certification is available for a quality boost

57


Summary

● Information is an increasingly important business asset that deserves better management

● The flipside of IT is ‘Business Information Management’: a crucial business responsibility that is often underpowered

● Effective BIM needs business knowledge, IT insight, soft skills and clear roles and responsibilities

● BiSL is a best practice process framework that addresses effective usage of information and IT services from a business (demand) perspective

58


BiSL helps…Role Pain CauseBusiness managersProcess ownersBusiness analystsInformation managers

Delays and costs, reputation damage, compliancy risks, missed revenue

Poor (use of) information and technology

Project managers Delayed sign-off, poor professional reputation

IT deliverables not embedded in business processes

IT (service) managersFront-line IT practitionersIT consultants

Dissatisfied users / business, feeling misunderstood

Misalignment of IT with the business

59


PollBottom line

Does BiSL fill a gap that otherframeworks cannot reach?1.Yes 2.Partially3.No

60


QUESTIONS & ANSWERS

61


More information

• APMG-International website:– www.apmg-international.com

• ASL BiSL Foundation website:– www.aslbislfoundation.org/en

• ASL BiSL Foundation on– http://www.linkedin.com/company/asl-bisl-foundation

• ASL BiSL Foundation on @aslbisl, #aslbisl, #bisl

• [email protected] & @marksmalley

http://www.apmg-international.com/

http://www.aslbislfoundation.org/en

http://www.linkedin.com/company/asl-bisl-foundation

http://www.linkedin.com/company/asl-bisl-foundation

mailto:[email protected]

www.apmg-international.com

Find out more about us at our website:www.APMG-International.com

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The Flipside of IT - Introducing BiSL

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