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ASL BiSL ITIL (Solvay, Brussels, Nov 2009)

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  • 1. Solvay Brussels School of Economics and Management Brussels, 26 November 2009 ASL / BiSL & ITIL V3 Mark Smalley1
  • 2. Introduction Mark Smalley• Experience in IT domain since 1978: Application Developer, Service Manager, Operations Manager, Business Developer, Portfolio Director, Trainer, Consultant• Specialized in Application Management• Trainer in ASL Foundation Certification Mark Smalley CYO• Capgemini, Principal Consultant Blind Monk• ASL BiSL Foundation, International Affairs Maintert®ainer• EXIN, Member Professional EXIN Group Paradigmologist• Rotterdam University, Lecturer• mark.smalley@aslbislfoundation.org• www.linkedin.com/in/marksmalley2
  • 3. Agenda• ASL BiSL Foundation• Context• BiSL• ASL• ASL & ITIL V33
  • 4. ASL BiSL Foundation• Professional association for Information Management and Application Management• Non-profit, Vendor-independent, Public domain organization, founded in 2002 in the Netherlands• Funded by 30 Demand and Supply organizations who benefit from standards and best practices• Advance professionalization of IT from both a business and an IT perspective• Standards and best practices are freely available• http://www.aslbislfoundation.org4
  • 5. Ecosystem Trainers Consultants People Process Technology AM Organization5
  • 6. ASL BiSL Foundation – Free Products & Services• Process frameworks: ASL and BiSL• Best practices• Publications, Whitepapers, Presentations• On-line support• Examination specification• Certification specification• Theme sessions (free), Annual conference (fee)6
  • 7. International Standard• Dutch standard NEN 3434 for Application Management is based on ASL• NEN 3434 currently being ‘fast-tracked’ to ISO standard; announcement expected mid 20107
  • 8. Agenda• ASL BiSL Foundation• Context• BiSL• ASL• ASL & ITIL V38
  • 9. Dilemma The problem with learning is teaching Russ Ackoff9
  • 10. Observations• Changeable and complex world – Shorter horizons – Good is good enough – Power shift in supply chain – Trust and loyalty• Pressure to perform and change• Dependency on / complexity of I(T)• Growth of business involvement with IT10
  • 11. Trends• Speed of change in Market, Business & IT• Dependence of Business and Society on IT• Complexity of IT – Virtual infrapplications (Open Source, SOA, Clouds etc)• Complexity of IT Organization – Ecosystem of IT Service Providers and other players• Complexity of Business Organization wrt IT – Diversity of demand – Business involvement11
  • 12. IT Tsunami’s Business IT Strategy Involvement Business IS Data Software HardwareOperations 12
  • 13. Consequences for IT Service Providers• More business domain knowledge• More business empathy• Different management paradigm – Command & control -> Communicate & collaborate – Few big bangs-> Many little bangs• Different professional skills – Green field architecture -> Brown field architecture – Coding internal software -> Combining external software13
  • 14. Critical Cultural Change Brown Field Architecture Scan Business External Choose Domain Orientation & Check Knowledge Collaboration Act Assembly & Integration14
  • 15. Consequences for IT Service Consumers• More confidence to deal with IT• Develop professional capabilities• Focus on what, not how15
  • 16. Agenda• ASL BiSL Foundation• Context• BiSL• ASL• ASL & ITIL V316
  • 17. Demand Supply Framework of frameworks IT & Business Infrastructure Infrastructure Management Suppliers Management Business Information Management Application Application Users Suppliers Management IT Component IT Service IT Service Suppliers Provider Consumer Mostly external, Internal IT Dept / Business dept possibly internal external provider17
  • 18. Demand Supply Business Information Management• Advising Customer management as to strategic and tactical IT & Business information requirements• Specifying information requirements Management• Designing and implementing non- Business automated Information systems Information Management• Acquiring automated Information systems and related services Users• Designing and implementing processes and procedures for use of Information systems IT Service Consumer• Supporting the end users on how to use the Information systems• Ensuring that Information 18 systems are used appropriately
  • 19. BiSL Framework Supplier Define Define relationship chain technological management developments developments Infor- User Define mation Information Information relationship organization coor- Lifecycle Portfolio management dination Management Management Chain partner Develop Define relationship Develop I-organization business management information strategy process dev. strategy Planning and Financial Demand Contract Control management management Management Change- mgt Design non- Requirements User Data automated specification support management IS Transistion Review Operational IT planning and test management Operations management Transition Functionality management19
  • 20. Dilemma’s ReliabilitySpeed of change Costs 20
  • 21. Self assessment1. I know how much our information provisioning costs2. I know whether that’s normal3. I know what the users think about our information provisioning4. I know what the users want5. I have an answer to most of the users’ questions6. I know how systems are used7. I help users to make effective use of systems8. I know what the managers want, today and tomorrow9. I know how much budget is available and can be justified10. I ensure that changes are well specified and implemented11. I pay a fair price for IT services12. I have clear agreements with my IT service providers13. I advise the directors about the strategic use of information14. I feel like a system owner15.21 I work efficiently
  • 22. Assessment Business Utilization of IT? Organization Utilization of IS?Functional? InformationUsable? SystemsReliable? IT Good? Organization Cheap? Fast? 22
  • 23. Summary BiSL• The world is changing rapidly• Organizations depend on information to survive• Managing information isn’t easy• Organizations need specific capabilities• BiSL offers guidance for IT Service Consumers• Operational, Management, Quality, Strategic23
  • 24. Demand Supply Common usage of ASL, BiSL & ITIL IT & Business ITIL Infrastructure Infrastructure Management Suppliers Management BiSL Business Information Management Application Application Users Suppliers Management ASL IT Component IT Service IT Service Suppliers Provider Consumer Mostly external, Internal IT Dept / Business dept possibly internal external provider24
  • 25. ASL, BiSL & ITILASL and ITIL V3• More on realization and testing of bespoke (additions to) applications• More on application strategy• More on planning & control and tactical level process quality (although less than CMMI)• Dedicated to AM (book: 10% size and costs)• Written in AM languageBiSL and ITIL V3• Addresses demand not supply25
  • 26. Agenda• ASL BiSL Foundation• Context• BiSL• ASL• ASL & ITIL V326
  • 27. ASL Framework Customer OCM Account Organisations ACM Supplier & Market Strategy Definition Definition Service Customer ICT Application Life- Delivery Environment Strategy cycle Management Definition Strategy Strategic Applicatie Port- Capabilities Technology processes folio Management Definition Definition Management processes Contract Planning Quality Financial Supplier Management and Control management management management Support Connecting processes Enhancement & Change renovation management Design Use Continuity support management Impact analysis Realization Implementation Configuration Operations management management Software 27Operational Testing control and Operationalprocesses distribution processes
  • 28. What is AM?• Not Hardware & System Software but Application Software• Not initial Application Development but everything after that – Keeping applications operational – Changing applications to support business – Advising business on (strategic) topics• Not Business responsibility but IT Service Provider responsibility• 40% of ITSM budget28
  • 29. AM Activities Strategy Management Quality Advice Change Operations29
  • 30. ASL Framework Customer OCM Account Organisations ACM Supplier & Market Strategy Definition Definition Service Customer ICT Application Life- Delivery Environment Strategy cycle Management Definition Strategy Strategic Applicatie Port- Capabilities Technology processes folio Management Definition Definition Strategy Management processes Management Contract Planning Quality Financial Supplier Quality Management and Control management management management Enhancement & Advice Support Connecting processes Change renovation management Design Use Continuity Change support management Impact analysis Realization Configuration management Operations Operations Software Implementation management 30Operational Testing control and Operationalprocesses distribution processes
  • 31. ASL Framework31
  • 32. ASL Framework Business Strategy Business Change Business Operations
  • 33. Challenges for AM• Customer satisfaction• Collaboration with other parties• Complexity of application portfolios• Speed of business change• Meaningful strategic dialogue with the business33
  • 34. ASL Framework Customer Strategic OCM Account Organisations ACM Collaboration Supplier & Market Strategy Definition Dialogue Definition Service Customer ICT Application Life- Delivery Environment Strategy cycle Management Definition Strategy Strategic Complexity Applicatie Port- Capabilities Technology processes folio Management Definition Definition Management processes Satisfaction Contract Planning Quality Financial Supplier Collaboration Customer Management and Control management management management Support Connecting processes Enhancement & Change renovation management Design Use Continuity support management Impact analysis Realization Implementation Configuration Collaboration control and Operations management management Software 34Operational Testing Operationalprocesses distribution processes
  • 35. Demand Supply Application Management IT & Business Infrastructure Infrastructure Management Suppliers Management Business Information Management Application Application Users Suppliers Management IT Component IT Service IT Service Suppliers Provider Consumer Mostly external, Internal IT Dept / Business dept possibly internal external provider35
  • 36. Underlying trends• Increased number of (standardized) application components• Increased number of AM providers• More diversification and specialization of AM providersWhich position in the AM ecosystem?You can’t control the whole supply chainso just focus on the interfaceswith the adjacent parties36
  • 37. Demand Supply AM=AM+AM+AM+… IT & Business Infrastructure Infrastructure Management Suppliers Management Business Information Management Application Application Users Suppliers Management IT Component IT Service IT Service Suppliers Provider Consumer Mostly external, Internal IT Dept / Business dept possibly internal external provider37
  • 38. ASL Framework OCM Account Supplier Supplier’s perspective Customer Organisations ACM & Market Definition  Rapidly changing world Strategy Definition Business planning Service  Repositioning Environment Customer Strategy for Management the AM Strategy ICT Application Life- Delivery Strategic Collaborate vs control  Definition cycle organization Applicatie Port- Capabilities Definition Technology Definition  Proactive, innovative processes folio Management  Strategic alignment Management processes Contract Planning Quality Financial Supplier Management and Control management management management Support Connecting processes Enhancement & Change renovation management Design Use Continuity support management Impact analysis Realization Implementation Configuration Operations management management Software 38Operational Testing control and Operationalprocesses distribution processes
  • 39. ASL Framework Customer OCM Account Organisations ACM Supplier & Market Strategy Definition Definition Service Customer ICT Application Life- Delivery Environment Strategy cycle Management Definition Strategy Strategic Applicatie Port- Capabilities Technology processes folio Management Definition Definition Management processes Contract Planning Quality Financial Supplier Management and Control management management management Support Connecting processes Enhancement & Change Business: Production, management Design renovation Costs, Revenue, Image Use Continuity support management Impact Keeping applications  Customer Service analysis Realization up and running  Proactive chain Implementation Software management Configuration Operations management management 39Operational Testing distribution Contingency control and Operationalprocesses  processes
  • 40. Acquisition Supply Development OCM ASL Framework Maintenance Operation Customer Account Organisations ACM Supplier & Market Strategy Definition Definition Service Customer ICT Application Life- Delivery Environment Strategy cycle Management Definition Strategy Strategic Applicatie Port- ISO/IEC14746 – Software Maintenance Capabilities Technology processes folio Management ISO/IEC12207 – Software Life Cycle Processes Definition Correction Definition • Corrective • Preventive Management processes Enhancement Contract Planning Quality • Perfective (performance, maintainability) Financial Supplier Management and Control management • Adaptive (usability in changing environment) management management Support Connecting processes Enhancement & Change renovation Business: Time to management Design Use Continuity market, Costs, Revenue, support management Impact Keeping applications analysis Image Realization up to date  Speed Implementation Configuration OperationsOperationalQuality management  management Software 40 Testing control and Operationalprocesses distribution processes
  • 41. ASL Framework Customer OCM Account & Market Business: Costs, Supplier ACM Organisations Strategy Definition Definition Benefits, Risk Keeping time, money,satisfactioncontracts, Service  Customer Delivery progress, Application Life- Environment ICT Customer Strategy suppliers, quality & expectations under control Definition cycle Management Strategy  Back-to-back contracts Port- Strategic processes Applicatie Capabilities Technology folio Management Definition  Quality management Definition Management processes Contract Planning Quality Financial Supplier Management and Control management management management Support Connecting processes Enhancement & renovation"I love deadlines. I like the Change management Design whooshing sound they Use Continuity support management make as they fly by.“ Impact Douglas Adams analysis Realization Implementation Configuration Operations management management Software 41Operational Testing control and Operationalprocesses distribution processes
  • 42. ContractsBusiness IT 42
  • 43. ASL Framework Business: Capital, Profit, Customer Risk & Market OCM Account Supplier Organisations Strategy ACM Ensuring strategic Definition  Contribution to Definition alignment of Customer business Definition innovation Service ICT Application Life- Delivery Environment Strategy cycle Management business & IT Strategy  Application Portfolio processes Capabilities Technology Strategic Applicatie Port- folio Management Transformation Definition Definition  Strategic dialogue Management processes Contract Planning Quality Financial Supplier Management and Control management management management Support Connecting processes Enhancement & Change renovation management Design Use Continuity support management Impact analysis Realization Implementation Configuration Operations management management Software 43Operational Testing control and Operationalprocesses distribution processes
  • 44. ASL Framework Customer OCM Account Organisations ACM Supplier & Market Strategy Definition Definition Service Customer ICT Application Life- Delivery Environment Strategy cycle Management Definition Strategy Strategic Applicatie Port- Capabilities Technology processes folio Management Definition Definition Management processes Contract Planning Quality Financial Supplier Management and Control management management management Support Connecting processes Enhancement & Change renovation management Design Use Continuity support management Impact analysis Realization Implementation Configuration Operations management management Software 44Operational Testing control and Operationalprocesses distribution processes
  • 45. Summary ASL• Organizations depend on applications• Applications are getting more complex• AM is also getting more complex• AM is economically significant• ASL offers guidance for AM organizations• Operational, Management, Quality, Strategic45
  • 46. Agenda• ASL BiSL Foundation• Context• BiSL• ASL• ASL & ITIL V346
  • 47. White PaperThis presentation is based on aWhite Paper jointly commissionedby the OGC andthe ASL BiSL Foundation,and authored by• Sharon Taylor (OGC),• Machteld Meijer and• Mark Smalley (ABF)The White Paper is available on• www.aslbislfoundation.org• www.best-management-practice.com• Best Management Practice stand47 (OGC, APMG and TSO)
  • 48. Creates or changes services ITIL V3 and service management Service Lifecycle processes Provides the services in an efficient andeffective manner Validates services’ utility and warranty and transitions them into the live environment Ensures that the services Determines keep which IT addressingservices should future needs be provided 48
  • 49. Service Strategy Service Design Service Transition Service Operation Continual Service 2 Service management as a practice 2 Service Management as a practice 2 Service Management as a practice 2 Service Management as a practice Improvement 3 Service strategy principles 3 Service Design principles 3 Service Transition principles 3 Service Operation principles 2 Service management as a practice 3.1 Value creation 3.1 Goals 3.1 Principles supporting Service 3.1 Functions, groups, teams, 3.2 Service assets 3.2 Balanced design Transition departments and divisions 3 Continual Service Improvement 3.3 Service provider types 3.3 Identifying service requirements 3.2 Policies for Service Transition 3.2 Achieving balance in SO principles 3.4 Service structures 3.4 Identifying and documenting 3.3 Providing service 3.1 CSI and organizational change 3.5 Service strategy fundamentals business requirements and drivers 4 Service Transition processes 3.4 Operation staff involvement in 3.2 Ownership 3.5 Design activities 4.1 Transition Planning and Support Service Design and Service Transition 3.3 Role definitions 4 Service strategy 3.6 Design aspects 4.2 Change Management 3.5 Operational Health 3.4 External and internal drivers 4.1 Define the market 3.7 The subsequent design activities 4.3 Service Asset and Configuration 3.6 Communication 3.5 Service Level Management 4.2 Develop the offerings 3.8 Design constraints Management 3.7 Documentation 3.6 The Deming Cycle 4.3 Develop strategic assets 3.9 Service Oriented Architecture 4.4 Release and Deployment 3.7 Service measurement 4.4 Prepare for execution 3.10 Business Service Management Management 4 Service Operation processes 3.8 Knowledge Management 3.11 Service Design models 4.5 Service Validation and Testing 4.1 Event Management 3.9 Benchmarks 5 Service economics 4.6 Evaluation 4.2 Incident Management 3.10 Governance 5.1 Financial Management 4 Service Design processes 4.7 Knowledge Management 4.3 Request Fulfilment 3.11 Frameworks, models, standards 5.2 Return on Investment 4.1 Service Catalogue Management 4.4 Problem Management and quality systems 5.3 Service Portfolio Management 4.2 Service Level Management 5 Service Transition common operation 4.5 Access Management 5.4 Service Portfolio Management 4.3 Capacity Management activities 4.6 Operational activities of processes 4 Continual Service Improvement methods 4.4 Availability Management 5.1 Managing communications and in other lifecycle phases processes 5.5 Demand Management 4.5 IT Service Continuity commitment 4.1 The 7-Step Improvement Management 5.2 Managing organization and 5 Common SO activities Process 6 Strategy and organization 4.6 Information Security stakeholder change 5.1 Monitoring and control 4.2 Service reporting 6.1 Organizational development Management 5.3 Stakeholder management 5.2 IT Operations 4.3 Service measurement 6.2 Organizational departmentalization 4.7 Supplier Management 5.3 Mainframe Management 4.4 Return on Investment for CSI 6.3 Organizational design 6 Organizing for Service Transition 5.4 Server Management and Support 4.5 Business questions for CSI 6.4 Organizational culture 5 Service Design technology-related 6.1 Generic roles 5.5 Network Management 4.6 Service Level Management 6.5 Sourcing strategy activities 6.2 Organizational context for 5.6 Storage and Archive 5.1 Requirements engineering transitioning a service 5.7 Database Administration 5 Continual Service Improvement 7 Strategy, tactics and operations 5.2 Data and Information 6.3 Organization models to support 5.8 Directory Services Management methods and techniques 7.1 Implementation through the Management Service Transition 5.9 Desktop Support 5.1 Methods and techniques lifecycle 5.3 Application 6.4 Service Transition relationship with 5.10 Middleware Management 5.2 Assessments 7.2 Strategy and design other lifecycle stages 5.11 Internet/Web Management 5.3 Benchmarking 7.3 Strategy and transition Management 5.12 Facilities and Data Centre 5.4 Measuring and reporting 7.4 Strategy and operation 7 Technology considerations Management frameworks 7.5 Strategy and improvement 6 Organizing for Service Design 7.1 Knowledge Management tools 5.13 Information Security 5.5 The Deming Cycle 6.1 Functional roles analysis 7.2 Collaboration Management and Service Operation 5.6 CSI and other service management Application Operational 8 Technology and strategy 6.2 Activity analysis 7.3 Configuration Management System 5.14 Improvement of operational processes 8.1 Service automation 6.3 Skills and attributes activities 5.7 Summary 8.2 Service interfaces 6.4 Roles and responsibilities 8 Implementing Service Transition 8.3 Tools for service strategy 8.1 Stages of introducing Service 6 Organizing for Service Operation 6 Organizing for Continual Service Development Application 7 Technology considerations Transition 6.1 Functions Improvement 9 Challenges, critical success factors 7.1 Service Design tools 6.2 Service Desk 6.1 Roles and responsibilities that and risks 7.2 Service Management tools 9 Challenges, critical success factors 6.3 Technical Management support CSI (Maintenance) Management and risks 6.4 IT Operations Management 6.2 The authority matrix 8 Implementing Service Design 8.1 Business Impact Analysis 6.5 Application 6.3 Summary 8.2 Service Level Requirements Management 7 Technology considerations 8.3 Risks to the services and processes 6.6 SO roles and responsibilities 7.1 Tools to support CSI activities 8.4 Implementing Service Design 6.7 SO Organization Structures 7.2 Summary 8.5 Measurement of Service Design 7 Technology considerations 8 Implementing Continual Service 9 Challenges, Critical Success Factors 7.1 Generic requirements Improvement and risks 7.2 Event Management 8.1 Critical considerations for 7.3 Incident Management implementing CSI 7.4 Request fulfilment 8.2 Where do I start? 7.5 Problem Management 8.3 Governance 7.6 Access Management 8.4 CSI and organizational change 7.7 Service Desk 8.5 Communication strategy and plan 8.6 Summary 8 Implementation considerations 8.1 Managing change in SO 9 Challenges, critical success factors 8.2 SO and Project Management and risks 8.3 Assessing/managing risk in SO 8.4 Operational staff in Service Design and Transition 8.5 Planning and Implementing Service Management technologies 9 Challenges, Critical Success 49 Factors and risksSource: OGC, Contents of the Core Publications (1405p)
  • 50. ITIL V3 & Applications• Service and Service Lifecycle are dominant generic notions in ITIL V3• Applications are part of the service• There are packaged and customized applications• Development & maintenance of customized applications are part of IT Service Management• ITIL defines an Application Management Lifecycle50
  • 51. Terminology: Application Development & Management ASL ITIL V3 Application ApplicationDeveloping new applications Development Development Application ApplicationMaintaining existing applications Management Development Application ApplicationOperational management of applications Management Management 51
  • 52. Application Management Lifecycle 52Source: OGC
  • 53. Appl. Mgt. Lifecycle & Relevant ITIL V3 Processes Service Service Service Service Continual Strategy Design Transition Operation Service ImprovementRequirements ServPortMgt ReqEng ReqEngDesign Data&InfoMgtBuild ServVal&Test ChM Rel&DepMDeploy TransPlan&Sup SV&T SA&CM CapM AvM ServAsset& IncidM ReqFOperate ConfigMgt AccessM ProbM ITSContM ISecM ServCatMgtOptimize 7StepImprPlan ServLevMgt53
  • 54. Relative strengths of ITIL & ASL in the AM Lifecycle ITIL ASL 54Source: OGC
  • 55. Demand Supply Common usage of ASL, BiSL & ITIL IT & Business ITIL Infrastructure Infrastructure Management Suppliers Management BiSL Business Information Management Application Application Users Suppliers Management ASL IT Component IT Service IT Service Suppliers Provider Consumer Mostly external, Internal IT Dept / Business dept possibly internal external provider55
  • 56. Demand Supply Scope of ASL, BiSL & ITIL IT & Business ITIL Infrastructure Infrastructure Management Suppliers Management BiSL Business Information Management Application Application Users Suppliers Management ASL IT Component IT Service IT Service Suppliers Provider Consumer Mostly external, Internal IT Dept / Business dept possibly internal external provider56
  • 57. Summary ITIL V3 & ASL • ITIL and ASL: similar domains, differing definitions • ITIL concentrates on IT services, ASL on application products and services • More coverage of Appl.Mgt in • ASL focuses on AM, offers ITIL V3 than V2 more specific guidance for AM• ITIL has generic guidance that • ASL includes application is also useful for AM maintenance • ITIL helps to achieve greater • ASL has a clearer demarcation ‘service manageability’ between business and IT 57
  • 58. Information Overload? For even more information mark.smalley@aslbislfoundation.org www.aslbislfoundation.org58
  • 59. Workshop “Challenges in Application Management” Solvay Brussels School of Economics and Management Brussels, 26 November 2009 ASL BiSL Foundation Mark Smalley59
  • 60. * Results to be published in a white paper Goals & AgendaGoal• Establish current challenges in Application ManagementAgenda• Explanation workshop• Determine top challenges• Present top challenges• Conclusions and wrap-up *60
  • 61. * Results to be published in a white paper Agenda• 5 min – Explanation workshop• 30 min - Split into 4 groups – List the challenges that the members of the group currently experience – Discuss and explore these challenges – Prioritize the challenges – (Plot them onto the ASL Framework)• 20 min - Presentation (4x 5 min)• 10 min – Conclusions and wrap-up *61
  • 62. ASL Framework Customer OCM Account Organisations ACM Supplier & Market Strategy Definition Definition Service Customer ICT Application Life- Delivery Environment Strategy cycle Management Definition Strategy Strategic Applicatie Port- Capabilities Technology processes folio Management Definition Definition Management processes Contract Planning Quality Financial Supplier Management and Control management management management Support Connecting processes Enhancement & Change renovation management Design Use Continuity support management Impact analysis Realization Implementation Configuration Operations management management Software 62Operational Testing control and Operationalprocesses distribution processes
  • 63. IT Management Paradigm - What can you change? People IT Process Bus Org Tooling Org Hardware Software Data Info Syst63