BiSL – ALM from a Business Perspective             Mark Smalley          ASL BiSL Foundation
Antwerp, March 18th 2010Business-IT Alignment Illusion
Building bridgesBusiness        IT Island      Island
Different planets          Topic         IT            Business             IT      IT=OK,        Not my biggest          ...
Agenda•   Business people versus IT people•   Thinking out of the IT Box•   ALM from a Business Perspective•   Positioning...
Introduction• Director of International Affairs• IT Management Consultant & member of  CTO Office at Capgemini• „Champion‟...
120            100Happiness             80                  Speaker             60                  Author             40 ...
ASL BiSL Foundation• Professional association for IM/AM• Founded in 2002, Not-for-profit, Vendor-  independent, Public dom...
Knowledge•   Process frameworks: ASL and BiSL•   Best practices•   Publications & e-books; Books (fee)•   On-line support•...
Agenda•   Business people versus IT people•   Thinking out of the IT Box•   ALM from a Business Perspective•   Positioning...
What do IT people think       about Business people?•   Don‟t know what they want•   Are always changing their minds•   Wo...
What IT responsibilities does     IT think the Business has?•   Usage of information (systems)•   Business data (quality)•...
What IT responsibilities does the Business think it has?         Huh?
What do Business people       think about IT people?•   Speak techno-babble•   Aren‟t pragmatic enough•   Too slow•   Say ...
ITBusiness Introduction
Agenda•   Business people versus IT people•   Thinking out of the IT Box•   ALM from a Business Perspective•   Positioning...
Thinking out of the IT box                     IT Services          IT                       Business     Supply          ...
Agenda•   Business people versus IT people•   Thinking out of the IT Box•   ALM from a Business Perspective•   Positioning...
Economic LifecycleIdentification       Justification            EvaluationExploitation         Realization
Identification• Get brilliant idea to achieve less capital /  more income / fewer costs / less risk• Use IT to improve exi...
Justification•   Well informed decision making•   Cost benefit analysis•   Political feasibility – often compromises•   Im...
Realization•   Contract IT Services & participate in design•   Design non-automated aspects•   Review & test application &...
Exploitation• End user support  – Productive users / Optimal use of applications• Business data management  – Corporate da...
Evaluation• Project planning and use of resources• Financial performance, return on  investment• Supplier performance• Inf...
Business IT RolesKey to successful outsourcingSuper usersBusiness data managerOperational supplier managerContract manager...
Agenda•   Business people versus IT people•   Thinking out of the IT Box•   ALM from a Business Perspective•   Positioning...
IT (Supply)   Business (Demand                    & Consumption)Applications    ASL                   Functionality  ITIL ...
Agenda•   Business people versus IT people•   Thinking out of the IT Box•   ALM from a Business Perspective•   Positioning...
BiSL                                  Strategic                                                                           ...
Business responsibilities•   Usage of information (systems)•   Business data (quality)•   Contact with IT•   Functionality...
•   Usage of information•   Business data•   Contact with IT•   Functionality and quality requirements•   Implementing cha...
•   Usage of information•   Business data•   Contact with IT•   Functionality and quality requirements•   Implementing cha...
•   Usage of information•   Business data•   Contact with IT•   Functionality and quality requirements           Planning ...
Strategic                                                                  Establish                    Establish         ...
Summing up•   „BIM‟ is a Business responsibility, not IT•   IT suffers when BIM is poorly executed•   ITIL, ASL, … = guida...
Agenda•   Business people versus IT people•   Thinking out of the IT Box•   ALM from a Business Perspective•   Positioning...
38
39
Account      definition                                   Market                                  definition              ...
Recap•    Business people versus IT people•    Thinking out of the IT Box•    ALM from a Business Perspective•    Position...
Please keep in touch!mark.smalley@aslbislfoundation.org     marksmalley @ LinkedIn      marksmalley @ Twitter smalleysonel...
ALM from a business perspective (itSMF, Antwerp, Mar 2011)
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ALM from a business perspective (itSMF, Antwerp, Mar 2011)

  1. 1. BiSL – ALM from a Business Perspective Mark Smalley ASL BiSL Foundation
  2. 2. Antwerp, March 18th 2010Business-IT Alignment Illusion
  3. 3. Building bridgesBusiness IT Island Island
  4. 4. Different planets Topic IT Business IT IT=OK, Not my biggest Business=OK problem Reduce One perfect Various strategies uncertainty by solution Driver Utopia Survival Dimensions One ManyDecision-making Rational Intuitive World Static Dynamic
  5. 5. Agenda• Business people versus IT people• Thinking out of the IT Box• ALM from a Business Perspective• Positioning BiSL model• Overview BiSL• Resources
  6. 6. Introduction• Director of International Affairs• IT Management Consultant & member of CTO Office at Capgemini• „Champion‟ at EXIN• Lecturer at Rotterdam, Brussels, Hangzhou• Author & Speaker• IT Paradigmologist• IT Management Philosopher
  7. 7. 120 100Happiness 80 Speaker 60 Author 40 Trainer 20 Manager 0 Consultant Developer
  8. 8. ASL BiSL Foundation• Professional association for IM/AM• Founded in 2002, Not-for-profit, Vendor- independent, Public domain organization• Advance professionalization of IT from both a business and an IT perspective• Freely available standards & best practices• www.aslbislfoundation.org
  9. 9. Knowledge• Process frameworks: ASL and BiSL• Best practices• Publications & e-books; Books (fee)• On-line support• Individual examination specification (EXIN)• Theme sessions; Annual conference (fee)
  10. 10. Agenda• Business people versus IT people• Thinking out of the IT Box• ALM from a Business Perspective• Positioning BiSL model• Overview BiSL• Resources
  11. 11. What do IT people think about Business people?• Don‟t know what they want• Are always changing their minds• Won‟t take responsibility for decisions• Don‟t use the system properly• Blame us for everything• Don‟t trust us• Don‟t understand us
  12. 12. What IT responsibilities does IT think the Business has?• Usage of information (systems)• Business data (quality)• Contact with IT• Functionality and quality requirements• Implementing change in organization• Business cases and funding; procurement• Information policy and strategy
  13. 13. What IT responsibilities does the Business think it has? Huh?
  14. 14. What do Business people think about IT people?• Speak techno-babble• Aren‟t pragmatic enough• Too slow• Say it‟s our fault – “you didn‟t tell us that”• Are reluctant to learn about the business• Live in a world of their own• Don‟t understand us and our business
  15. 15. ITBusiness Introduction
  16. 16. Agenda• Business people versus IT people• Thinking out of the IT Box• ALM from a Business Perspective• Positioning BiSL model• Overview BiSL• Resources
  17. 17. Thinking out of the IT box IT Services IT Business Supply Demand & Use IT Service Providers & BusinessSuppliers of IT Components Departments
  18. 18. Agenda• Business people versus IT people• Thinking out of the IT Box• ALM from a Business Perspective• Positioning BiSL model• Overview BiSL• Resources
  19. 19. Economic LifecycleIdentification Justification EvaluationExploitation Realization
  20. 20. Identification• Get brilliant idea to achieve less capital / more income / fewer costs / less risk• Use IT to improve existing business• Use IT to create new business• Balance IT change & organizational change• Specify requirements
  21. 21. Justification• Well informed decision making• Cost benefit analysis• Political feasibility – often compromises• Impact on non-IT aspects• Priorities: budget and planning• Long term investments vs market uncertainty
  22. 22. Realization• Contract IT Services & participate in design• Design non-automated aspects• Review & test application & organization• Transition – Planning & coordination – Communication, communication, communication – “Implementation between the ears”
  23. 23. Exploitation• End user support – Productive users / Optimal use of applications• Business data management – Corporate data / Data quality / Ad hoc queries• Operational supplier management – Standard service requests – Availability, performance, continuity – Monitoring operational supplier performance
  24. 24. Evaluation• Project planning and use of resources• Financial performance, return on investment• Supplier performance• Information as an effective business resource
  25. 25. Business IT RolesKey to successful outsourcingSuper usersBusiness data managerOperational supplier managerContract managerProject/transition/change managersEnterprise architectStrategic supplier manager
  26. 26. Agenda• Business people versus IT people• Thinking out of the IT Box• ALM from a Business Perspective• Positioning BiSL model• Overview BiSL• Resources
  27. 27. IT (Supply) Business (Demand & Consumption)Applications ASL Functionality ITIL V3 BiSLInfrastructure
  28. 28. Agenda• Business people versus IT people• Thinking out of the IT Box• ALM from a Business Perspective• Positioning BiSL model• Overview BiSL• Resources
  29. 29. BiSL Strategic Establish Establish supplier information technological management chain devel. developments Infor-Strategic user I-organization mation Information Information relationship strategy coor- lifecycle portfoliomanagement dination management management Strategic infor- I-organization Establish mation partner Information strategy business management strategy cluster process devel. cluster Planning and Financial Demand Contract resource management management management management Change- mgt Specify Design non- End user Business data information automated support management requirements IS Operational Prepare Reviewing supplier transition and testing management Transition User management cluster mgt Functionality management cluster
  30. 30. Business responsibilities• Usage of information (systems)• Business data (quality)• Contact with IT• Functionality and quality requirements• Implementing change in organization• Business cases and funding; procurement• Information policy and strategy
  31. 31. • Usage of information• Business data• Contact with IT• Functionality and quality requirements• Implementing change in organization• Business cases and funding; procurement End user support Business data management• Information policy and strategy Operational supplier management User management cluster
  32. 32. • Usage of information• Business data• Contact with IT• Functionality and quality requirements• Implementing change in organization• Business cases and funding; procurement Change- mgt Specify Design non- information automated requirements IS• Information policy and strategy Prepare Reviewing transition and testing Transition mgt Functionality management cluster
  33. 33. • Usage of information• Business data• Contact with IT• Functionality and quality requirements Planning and resource management Financial management Demand management Contract management• Implementing change in organization• Business cases and funding; procurement• Information policy and strategy
  34. 34. Strategic Establish Establish supplier information technological management chain devel. developments• Usage of information Infor- Strategic user I-organization mation Information Information relationship strategy coor- lifecycle portfolio management dination management management• Business data I-organization Strategic infor- mation partner Information Establish business• Contact with IT strategy management strategy cluster process devel. cluster• Functionality and quality requirements• Implementing change in organization• Business cases and funding; procurement• Information policy and strategy
  35. 35. Summing up• „BIM‟ is a Business responsibility, not IT• IT suffers when BIM is poorly executed• ITIL, ASL, … = guidance for ITSM• BiSL = guidance for Business• Operational, tactical, strategic guidance• It‟s not easy – develop BIM capabilities• It‟s a journey – step by step
  36. 36. Agenda• Business people versus IT people• Thinking out of the IT Box• ALM from a Business Perspective• Positioning BiSL model• Overview BiSL• Resources
  37. 37. 38
  38. 38. 39
  39. 39. Account definition Market definition ASL Customer organisations strategy Service ICT Customer Free Management Guide at Strategic developments www.aslbislfoundation.org delivery ICT portfolio environment definition processes strategy management strategy Life cycle Skills Technology management definition definition Organization Applications cycle cycle management management Management processes Planning Cost Quality Service level & control management management management Connecting processes Change Incident management Design management Impact Continuity Availability management management analysis Enhancement Support & Realization renovation Implementation Capacity Configuration Software management management Testing40 control and distribution
  40. 40. Recap• Business people versus IT people• Thinking out of the IT Box• ALM from a Business Perspective• Positioning BiSL model• Overview BiSL• Resources41
  41. 41. Please keep in touch!mark.smalley@aslbislfoundation.org marksmalley @ LinkedIn marksmalley @ Twitter smalleysoneliners.blogspot.com www.aslbislfoundation.org Free downloads & Newsletter

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