Information Management - the Weakest Link (BITAS Kuala Lumpur, May 2013)
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Information Management - the Weakest Link (BITAS Kuala Lumpur, May 2013)

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  • .Taking a slightly more detailed view of the “demand by business” and the “Supply by IT” which enables both the internal users who execute business process that results in customers consuming “product”, it might look something like this. BiSL brings discipline to the area in within the sphere of information management and use as provided (enabled) by IT.
  • The BiSL Framework has seven integrated process clusters. In three domains: Strategy, Management, Operations. There is little standardization of BIM roles in practice, many are informal ….. We’ve identified a few of the common examples on the left. Source: BiSL Ch. 3.3 Worth mentioning that there is little standardization of BIM roles in practice; and many are informal
  • Walk thru the seven clusters at a high level: (reverse view of the life cycle of a process – versus the ITIL V3 approach) Begin with Operational – Use Management is Cluster 1 BiSL acknowledges in the framework that initially the value of the framework will be seen by those who are engaged at the operational level – the daily grind. Cluster 2 is Functionality Management – Here reside the processes that take business information plans to the practical application stage. Cluster 3 (Change and Transition Management) contains the processes that migrate BI design into the real world where users engage. Cluster 4 contains the four elements of planning for BI including financials, demand specifications that lead to contracts with suppliers Cluster 5 Information Strategy is concerned with the content of BI and its management in portfolio thru a life cycle. Cluster 6 I(nformation) Organization Strategy is where the policies, and structures around BIM are defined and governance is established. Cluster 7 Information Coordination emphasizes the critical relationship between “content” and “business strategy related to Information”.
  • Source BiSL Ch 3.1 The processes aimed at optimal and continuous support of information provision are included in this cluster. These processes provide support for the users in using information provision when carrying out their activities within the business process, for the operational management of the IT provider and for providing and monitoring the operational data provisioning. The key question with these processes is: Is the operational information provisioning used and managed efficiently? POINT OUT THE DIFFERENCE IN THE MEANING OF PROVISIONING when used by the business and IT
  • Source BiSL Ch 3.1 The second cluster of processes describes the phase during which the changes in information provision are designed and carried out. The objective of this is to carry out the changes in such a way that these fit in with the set frameworks and demands while satisfying the needs, objectives and demands set. All these processes address the question: What form will information provision take in the near future?
  • Source BiSL Ch 3.1 The process clusters usage management and functionality management cannot be considered independently from one another. The objective of the connecting processes is to decide which changes must be made to information provision and the actual implementation in the user organization(s) of a change to information provision. The central question in these processes is: Why and how do we change information provision?
  • Source BiSL Ch 3.1 The management processes ensure that the process clusters mentioned above are managed integrally. The management processes monitor the activities with regard to agreed costs and benefits, demands, contracts and service levels and planning. The central question with this cluster of processes is: How do we manage information provision?
  • Source BiSL Ch 3.1 In the direct environment of the organization but also in the organization itself, the business process or the department, all kinds of changes continuously occur that affect information provision of the organization, business process or department. It is of great importance that the information provisioning fits in with future demands and that structural shortcomings in the current situation are solved, which means that there must be a strategy for information provision for the future. The central question in this cluster of processes is: What will information provision look like in the future?
  • Source BiSL Ch 3.1 In the area of information provision, there are several parties active in controlling, decision- making or influencing roles. Managing, structuring and work methods must be coordinated. This also applies to relationships with the controlling parties outside the business information management domain, such as suppliers, partners in the supply chain and the user organization. The central question in this process cluster of processes is: How are realization and the control of the information provisioning organized?
  • Source BiSL Ch 3.1 Linking between content (process cluster 5) and organization (process cluster 6) requires a process in which the decisions in the sub-fields are coordinated by the parties involved. This process, information coordination, forms the connecting processs cluster for the clusters 5 and 6. The central question in this process is: How do we work together according to the agreements?

Information Management - the Weakest Link (BITAS Kuala Lumpur, May 2013) Information Management - the Weakest Link (BITAS Kuala Lumpur, May 2013) Presentation Transcript

  • 1Business IT Architecture Series ASIA 2013 1
  • Session: Information Management – The Weakest Link In Your IT Value Chain? Mark Smalley mark.smalley@aslbislfoundation.org IT Paradigmologist, ASL BiSL Foundation Product Champion, APMG International www.aslbislfoundation.org / www.apmg-international.com Lyndon D'Oliveiro lyndon.olive@gmail.com Executive Committee Member, Iasa Malaysia Principal Architect, ATD Learning www.atdsolution.com / www.atdlearning.com / www.bitas.asia 2Business IT Architecture Series ASIA 2013
  • 3Business IT Architecture Series ASIA 2013 3 Oslo Stockholm Minneapolis / St Paul London Bangkok Kuala Lumpur Singapore Gold Coast Copenhagen Malmö Dallas Bratislava
  • 4Business IT Architecture Series ASIA 2013 4 AmsterdamAmsterdam
  • 5Business IT Architecture Series ASIA 2013 5 Amsterdam
  • 6Business IT Architecture Series ASIA 2013 6
  • 7Business IT Architecture Series ASIA 2013 7
  • 8Business IT Architecture Series ASIA 2013 8 Happiness(%) Manager Program m er Consultant Paradigmologist Work is more fun than fun – Noël Coward Smalley.IT IT Paradigmologist
  • 9Business IT Architecture Series ASIA 2013 9 Q > A Warning
  • 10Business IT Architecture Series ASIA 2013 10 Audience Participation ?!?! Feel free to ask questions and add to the discussion
  • 11Business IT Architecture Series ASIA 2013 11 Poll Where do you work? (employed or contractor) 1.Business department 2.IT department 3.External IT service provider 4.Consultant 5.Trainer 6.Other Enterprise Show of hands!
  • 12Business IT Architecture Series ASIA 2013 12 Poll Top IT priorities What’s your organization’s highest IT priority? 1.Lowering cost of IT 2.Improving reliability of IT 3.Increasing speed of change of IT 4.Using IT to improve business efficiency 5.Using IT to improve business revenue
  • 13Business IT Architecture Series ASIA 2013 13 ● Information Management ● Organization > Information Systems ● Architectural Perspective ● Trends and Business Relevance ● Industry Best Practices ● Opportunities for Architects to Help Topics
  • 14Business IT Architecture Series ASIA 2013 14 Architecture ConstructionConstruction Operation & UseOperation & Use DesignDesign Principles Guidelines ArchitectureArchitecture Components Relationships
  • 15Business IT Architecture Series ASIA 2013 15 Architecture ConstructionConstruction Operation & UseOperation & Use DesignDesign Principles Guidelines ArchitectureArchitecture Components Relationships Architecture Design Architecture Design ?!?!
  • 16Business IT Architecture Series ASIA 2013 16 IT Paradigmologist at work
  • 17Business IT Architecture Series ASIA 2013 17 IT Paradigmologist at work What can you actually change? What can you actually change?
  • 18Business IT Architecture Series ASIA 2013 18 IT Paradigmologist at work
  • 19Business IT Architecture Series ASIA 2013 19 IT Org User Org Demand SupplyUse Info Syst Big IT Picture
  • 20Business IT Architecture Series ASIA 2013 20 Info Syst Information Systems Information & Technology Data Software Hardware Wisdom Knowledge Information Data
  • 21Business IT Architecture Series ASIA 2013 21 Information & Technology Information & Technology are Business Assets that are closely intertwined but have different characteristics and need to be managed in their own right Data Software Hardware Wisdom Knowledge Information Data ?!?!
  • 22Business IT Architecture Series ASIA 2013 22 IT Org User Org Organizations Values & Goals & Strategy People & Knowledge & Skills Processes & Activities Roles & Responsibilities Relationships & Agreements
  • 23Business IT Architecture Series ASIA 2013 23 IT Org User Org Responsibilities Information & Technology Data Software Hardware Wisdom Knowledge Information Data
  • 24Business IT Architecture Series ASIA 2013 24 IT Org User Org Responsibilities Supply of IT services Communication of benefits, costs and risks Demand for and use of information and technology ?!?!
  • 25Business IT Architecture Series ASIA 2013 25 IT Org User Org Demand SupplyUse Info Syst Big IT Picture
  • 26Business IT Architecture Series ASIA 2013 26 IT Org User Org Demand SupplyUse Info Syst Big IT Picture Functionality? Performance? Security? IS being used well enough? IT changing IS quickly enough? Quality of dialogue and relationship B&IT?Demonstrate governance of I&T? Delivering (innovative) value?
  • 27Business IT Architecture Series ASIA 2013 27 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.” Queensland Government Information Management Policy Definitions, December 2009, version 1.0.1
  • 28Business IT Architecture Series ASIA 2013 28 Information Management “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.” Association for Information and Image Management (AIIM) What is Information Management?
  • 29Business IT Architecture Series ASIA 2013 29 Definitions of IM About exploiting value Corporate responsibility Technology is not mentioned, but technological progress has fuelled the information revolution ?!?!
  • 30Business IT Architecture Series ASIA 2013 30 Symptoms of poor IM Time wasted using information systems Wrong interpretation  bad decision-making IT budget wasted on wrong things Delayed business projects Competitive disadvantage Compliance issues Business not in control ?!?!
  • 31Business IT Architecture Series ASIA 2013 31 Enterprise Traditional IT Value Chain Bus. dept. IT dept. Ext. IT serv prov Customer Citizen Manuf. IT comp.
  • 32Business IT Architecture Series ASIA 2013 32 Disruption by IT commoditization Bus. dept. Ext. IT serv prov Customer Citizen Manuf. IT comp. IT dept. Enterprise
  • 33Business IT Architecture Series ASIA 2013 33 New relationships Bus. dept. Ext. IT serv prov Customer Citizen Manuf. IT comp. IT dept. Enterprise
  • 34Business IT Architecture Series ASIA 2013 34 Enterprise Capability shift and redistribution IT dept Ext. IT serv prov Customer Citizen Manuf. IT comp. Bus. dept.
  • 35Business IT Architecture Series ASIA 2013 35 Classic IT ‘Business IT’ ‘IT logistics’ Enterprise Capability shift and redistribution Bus. dept. IT dept Ext. IT serv prov Customer Citizen Manuf. IT comp.
  • 36Business IT Architecture Series ASIA 2013 36 Double power-shift From IT Departments to 1) External IT Service Providers 2) The Business
  • 37Business IT Architecture Series ASIA 2013 37 Prague Spring
  • 38Business IT Architecture Series ASIA 2013 38 Arab Spring
  • 39Business IT Architecture Series ASIA 2013 39 Occupy Wall Street
  • 40Business IT Architecture Series ASIA 2013 40 Smalley is revolting
  • 41Business IT Architecture Series ASIA 2013 41 IT Spring Users are revolting! Topple the IT dictators! Occupy IT! Liberate the users! Ban the SLA!
  • 42Business IT Architecture Series ASIA 2013 42 IT Spring – the Aftermath
  • 43Business IT Architecture Series ASIA 2013 43 It takes two to tango
  • 44Business IT Architecture Series ASIA 2013 44 But who is the weakest link?
  • 45Business IT Architecture Series ASIA 2013 45 Weakest link? Where would you invest in improvement? 1.IT more than business 2.Both equally 3.Business more than IT Poll
  • 46Business IT Architecture Series ASIA 2013 46 Low IM maturity in most organizations Source: Capgemini IM Survey 2011-2012 Gartner EIM model
  • 47Business IT Architecture Series ASIA 2013 47 Business is weakest link?
  • 48Business IT Architecture Series ASIA 2013 48 Organizational Architect Analyse current situation Compare with industry best practices Architect/design IM processes Lead improvement project Demonstrate added value
  • 49Business IT Architecture Series ASIA 2013 49 The Business Information Services Library (BiSL® ) ●Addresses this 'underdeveloped' domain ●Specifies the activities to manage information and IT services from a business perspective Process framework, best practices, training & certification (APMG) scheme, ITIL recognition and priSM accreditation, Academic Partner The Open Group, publications with guidance, knowledge network Industry best practices for IM
  • 50Business IT Architecture Series ASIA 2013 50 BiSL® shows user organizations how to ● Define the information systems that they need ● Acquire and manage IT services effectively and efficiently, from a demand (business) perspective ● Ensure that existing information systems are used effectively and efficiently
  • 51Business IT Architecture Series ASIA 2013 51 BiSL® Direct information strategy Change functionality Support users Govern information Management Manage information management
  • 52Business IT Architecture Series ASIA 2013 52 BiSL® Planning and resource management Financial management Demand management Contract management Operational supplier management Business data management End user support Infor- mation coor- dination Use management cluster Functionality management cluster Specify information requirements Design non- automated info. systems Prepare transition Review and testing Establish bus. process developments Strategic supplier management Strategic info. partner management I-organization strategy Strategic user relationship management I-organization strategy cluster Information lifecycle management Establish info. chain developments Change- management Transition management Information portfolio management ManagementOperations Strategy Information strategy cluster Establish technological developments
  • 53Business IT Architecture Series ASIA 2013 53 IT Org User Org Info Syst Big IT Picture Demand SupplyUse
  • 54Business IT Architecture Series ASIA 2013 54 Info Syst Demand SupplyUse
  • 55Business IT Architecture Series ASIA 2013 55 Business Strategy Business Projects Business Operations Information Strategy Functionality Management Usage Management IT Strategy IT Projects & Releases IT Operations Application Strategy Service Strategy Application Maintenance & Renewal Service Design & Transition Application Support Service Operation IT Services IT SupplyBusiness BiSL ASL ITIL BiSL ASL ITIL Bus. Info. Mgmt incl. IT Demand Mgmt ?!?!
  • 56Business IT Architecture Series ASIA 2013 56 IT Org User Org Demand SupplyConsumption Info Syst
  • 57 Demand & Use ITSM (supply) Architecture Project Management Internal Control Security EGIT Business IT Architecture Series ASIA 2013 57
  • 58 Benefits Mental health service provider Hospital Corporate governance  Data registration & security  Business process efficiency   Business involvement   Decision-making   Resource allocation   Project after-care  Business satisfaction  Supplier management  Bottom Line
  • 59Business IT Architecture Series ASIA 2013 59 ● Information Management ● Organization > Information Systems ● Architectural Perspective ● Trends and Business Relevance ● Industry Best Practices ● Opportunities for Architects to Help Q&A ?!?!
  • 60Business IT Architecture Series ASIA 2013 60 Things will improve. They just might improve without you. Chris Dancy @ServiceSphere Warning
  • 61Business IT Architecture Series ASIA 2013 61 mark.smalley@aslbislfoundation.org www.linkedin.com/in/marksmalley marksmalley @ Twitter Smalley.IT www.aslbislfoundation.org Free downloads Newsletter Please keep in touch!
  • Business IT Architecture Series ASIA 2013 62 Thank You, Q&A
  • 63Business IT Architecture Series ASIA 2013 63 Extra Slides for Reference
  • 64Business IT Architecture Series ASIA 2013 64 ASL BiSL Foundation • Not-for-profit, vendor-independent, membership organization, founded in 2002 in the Netherlands • Professional association for Information Management and Application Management • Goal is to advance professionalization of IT from both a business and an IT perspective • Funded by 27 Demand and Supply organizations who benefit from standards and best practices • Governed by managing partners Achmea, Capgemini NL, Dutch Ministry of Defense, Dutch Tax and Customs Administration, Ordina & Quint Wellington Redwood • Facilitates the development of, and supports the use of two freely available process frameworks, ASL and BiSL, and supporting best practices
  • 65Business IT Architecture Series ASIA 2013 65 Application Services Library ( ASL2 ® ) Guidance for application management
  • 66Business IT Architecture Series ASIA 2013 66 Application Services Library ( ASL2 ® ) Guidance for application management
  • 67Business IT Architecture Series ASIA 2013 67 History of ASL 1996 Development of the ITIL-inspired R2C framework for supply- side application management by the privatized Dutch Computer Center, RCC 2000 Expansion of R2C with strategic processes and rebranding as ASL in 2001 2002 Transfer of stewardship of ASL from Roccade to the new not- for-profit ASL Foundation 2004 Rebranding of ASL Foundation as ASL BiSL Foundation 2009 First revision of ASL: ASL2 2011 ASLF & BiSLF recognized as priSM credentials
  • 68 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 not-for-profit ASL BiSL Foundation 2005 Formal launch of BiSL 2011 BiSL Foundation (BiSLF) recognized as priSM credential 2012 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 Business IT Architecture Series ASIA 2013 68
  • 69 Business Custom er Relationship Transaction Product Physical service Informational service Automated service Business process Use & manage information* Acquire & manage IT services Provide IT services ITIL, ISO 20000, CMMI, ASL, USMBOK etc. BiSL Guidance for the business Business IT Architecture Series ASIA 2013 69
  • 70 Direct information strategy Change functionality Support users Govern information management Manage information management Operational Key user Business information administrator Managing Product manager System owner In line with policy CIO Information manager BiSL Framework Business IT Architecture Series ASIA 2013 70
  • 71 Planning and resource management Financial management Demand management Contract management Operational supplier management Business data management End user support Infor- mation coor- dination Use management Functionality managem Specify information requirements Design non- automated info. systems Prepare transition Review and testing Establish bus. process developments Information strategy Strategic supplier management Strategic info. partner management Define I-organization strategy Strategic user relationship management I-organization strategy Information lifecycle management Establish info. chain developments Establish technological developments Change- management Transition management Information portfolio management Operational Managing Strategic BiSL Framework Business IT Architecture Series ASIA 2013 71
  • 72 Planning and resource management Financial management Demand management Contract management Operational supplier management Business data management End user support Infor- mation coor- dination Specify information requirements Design non- automated info. systems Prepare transition Review and testing Establish bus. process developments Strategic supplier management Strategic info. partner management Define I-organization strategy Strategic user relationship management Information lifecycle management Establish info. chain developments Establish technological developments Change- management Transition management Information portfolio management Is the operational information provisioning used and managed appropriately? Use management Business IT Architecture Series ASIA 2013 72
  • 73 Planning and resource management Financial management Demand management Contract management Operational supplier management Business data management End user support Infor- mation coor- dination Specify information requirements Design non- automated info. systems Prepare transition Review and testing Establish bus. process developments Strategic supplier management Strategic info. partner management Define I-organization strategy Strategic user relationship management Information lifecycle management Establish info. chain developments Establish technological developments Change- management Transition management Information portfolio management What will the information provisioning look like in the near future? Functional management Business IT Architecture Series ASIA 2013 73
  • 74 Planning and resource management Financial management Demand management Contract management Operational supplier management Business data management End user support Infor- mation coor- dination Specify information requirements Design non- automated info. systems Prepare transition Review and testing Establish bus. process developments Strategic supplier management Strategic info. partner management Define I-organization strategy Strategic user relationship management Information lifecycle management Establish info. chain developments Establish technological developments Change- management Transition management Information portfolio management Why and how do we change the information provisioning? Connecting processes Business IT Architecture Series ASIA 2013 74
  • 75 Planning and resource management Financial management Demand management Contract management Operational supplier management Business data management End user support Infor- mation coor- dination Specify information requirements Design non- automated info. systems Prepare transition Review and testing Establish bus. process developments Strategic supplier management Strategic info. partner management Define I-organization strategy Strategic user relationship management Information lifecycle management Establish info. chain developments Establish technological developments Change- management Transition management Information portfolio management How do we manage the information provisioning? Management processes Business IT Architecture Series ASIA 2013 75
  • 76 Planning and resource management Financial management Demand management Contract management Operational supplier management Business data management End user support Infor- mation coor- dination Specify information requirements Design non- automated info. systems Prepare transition Review and testing Establish bus. process developments Strategic supplier management Strategic info. partner management Define I-organization strategy Strategic user relationship management Information lifecycle management Establish info. chain developments Establish technological developments Change- management Transition management Information portfolio management What will the information provisioning look like in the future? Information strategy Business IT Architecture Series ASIA 2013 76
  • 77 Planning and resource management Financial management Demand management Contract management Operational supplier management Business data management End user support Infor- mation coor- dination Specify information requirements Design non- automated info. systems Prepare transition Review and testing Establish bus. process developments Strategic supplier management Strategic info. partner management Define I-organization strategy Strategic user relationship management Information lifecycle management Establish info. chain developments Establish technological developments Change- management Transition management Information portfolio management How is the information provisioning organized? Information organization strategy Business IT Architecture Series ASIA 2013 77
  • 78 Planning and resource management Financial management Demand management Contract management Operational supplier management Business data management End user support Infor- mation coor- dination Specify information requirements Design non- automated info. systems Prepare transition Review and testing Establish bus. process developments Strategic supplier management Strategic info. partner management Define I-organization strategy Strategic user relationship management Information lifecycle management Establish info. chain developments Establish technological developments Change- management Transition management Information portfolio management How do we align the various (semi-)autonomous plans? Information coordination Business IT Architecture Series ASIA 2013 78
  • 79 BiSL helps… Role Pain Cause Business managers Process owners Business analysts Information 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) managers Front-line IT practitioners IT consultants Dissatisfied users / business, feeling misunderstood Misalignment of IT with the business Business IT Architecture Series ASIA 2013 79
  • 80 • 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 BiSL, the Business Information Services Library Business IT Architecture Series ASIA 2013 80
  • 81Business IT Architecture Series ASIA 2013 81 ● Are we spending the right amount of time and money on information and underlying technology? ● Is this time and money well spent? Questions for the business ● Decision-making ● Right information for the business ● Delegation of IT supply ● Appropriate use of IS ● Execution ● Competences ● Responsiblities ● Relationships Business IT Architecture Series ASIA 2013 81
  • 82Business IT Architecture Series ASIA 2013 82 Symptoms (1/3) Right information for the business? ● Is the right information available to support the business processes? ● Does the business have insight into the managerial improvement requirements for information systems? ● Is the business using the potential of IT, e.g. social media, big data, BYOD? ● Is the business using IT to achieve strategic goals?
  • 83Business IT Architecture Series ASIA 2013 83 Symptoms (2/3) Delegation of IT supply? ● Does the business have insight into the costs of the information systems and whether they are normal? ● Does the business have insight into the budget that is available for use and operation of information systems and for improvements (changes, projects, programmes)? ● Is the business spending the right amount of time and money on information (technology)? ● Does the business manage change to information systems effectively? ● Has the business got the (delegation of) quality, cost and timeliness of IT services and projects under control? ● Does the business create adequate specifications for IT?
  • 84Business IT Architecture Series ASIA 2013 84 Symptoms (3/3) Appropriate use of IS? ● Are business employees getting the most out of the currently available information and information systems? ● Does the business have insight into what the employees think about the information systems and their ‘bottom-up’ improvement requirements?
  • 85Business IT Architecture Series ASIA 2013 85 www.aslbislfoundation.org bisl®, publications, white papers, e.g.: How about I&T? Give me questions, not answers BiSL & COBIT BIM Function See website for more publications