The Flipside of IT (itSMF Sweden, Malmö, Mar 2013)

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The Flipside of IT (itSMF Sweden, Malmö, Mar 2013)

  1. 1. 1#itSMFSweden@marksmalley1Whats in your portfolio? – ITSM in focusMalmö, 5 March 2013The Flipside of IT – Introducing BiSLMark Smalley, IT Paradigmologist@marksmalley &mark.smalley@aslbislfoundation.org
  2. 2. 2#itSMFSweden@marksmalley2IT ParadigmologistHappiness(%)ManagerProgrammerConsultantParadigmologistWork is more fun than fun – Noël CowardSmalley.IT
  3. 3. 3#itSMFSweden@marksmalleyParticipantsWhere do you work? (employed or contractor)1.Business department2.IT department3.External IT service provider4.Consultant5.Trainer6.OtherPollBus.dept.ITdept.Ext.IT servprovConsultantTrainerCustomerCitizenManuf.IT comp.
  4. 4. 4#itSMFSweden@marksmalleyDuh
  5. 5. 5#itSMFSweden@marksmalleyIncreasingly complex & dynamicworldComplexStableSimpleStableComplexDynamicSimpleDynamicComplexityChangeability
  6. 6. 6#itSMFSweden@marksmalleyInformation is more important thaneverComplexStableSimpleStableComplexDynamicSimpleDynamicComplexityChangeabilityInformationforsurvivalandsuccess
  7. 7. 7#itSMFSweden@marksmalleyInformation is more important thaneverComplexStableSimpleStableComplexDynamicSimpleDynamicComplexityChangeabilityInformationforsurvivalandsuccessAccuratecustomerrecordsCompetitiveadvantage fromBig Data
  8. 8. 8#itSMFSweden@marksmalleyComplexityChangeabilitySource:CapgeminiIMSurvey2012Challenged organizationsmanage information better
  9. 9. 9#itSMFSweden@marksmalley‘Business InformationManagement’• Activities that organizations perform in order to ensurethat they are using information and IT in an appropriatemanner• Includes the application of information technology• Excludes responsibility for the supply of IT services** Provided by Application Management and IT Infrastructure Managementworking in unison with each other and with the Business
  10. 10. 10#itSMFSweden@marksmalley‘Business InformationManagement’“The means by which an organization efficiently plans, collects,organizes, uses, controls, disseminates and disposes of itsinformation, and through which it ensures that the value of thatinformation is identified and exploited to the fullest extent.1)It is a corporate responsibility that needs to be addressed andfollowed from the most senior levels of management to the frontline worker. Organizations must be held and must hold theiremployees accountable to manage information appropriately andresponsibly.2)”Sources: 1) Queensland Government & 2) AIIM
  11. 11. 11#itSMFSweden@marksmalleyInformation & IT services● Information is a production factor and often also part ofbusiness services for citizens, customers and partners● If information is important to the business,then it needs to be managed (by the business)● IT is used for part of the business’ informationrequirements● Acquiring appropriate IT services is part of BIM
  12. 12. 12#itSMFSweden@marksmalleyBusiness responsibilities● Determine which information is requiredand which part will be automated● Delegate the automated part to the ITdepartment and/or external serviceproviders● Organize the non-automated part● Ensure the quality of information● Ensure effective and efficient usage ofinformation (systems)
  13. 13. 13#itSMFSweden@marksmalleyBusiness responsibilities● Determine which information is requiredand which part will be automated● Delegate the automated part to the ITdepartment and/or external serviceproviders………………………………….● Organize the non-automated part● Ensure the quality of information● Ensure effective and efficient usage ofinformation (systems)● Provideappropriatefunctionality● Runinformationsystems● Support users● Advise aboutthe aboveITresponsibilities
  14. 14. 14#UNICOMSeminars@marksmalley14Top IT concernsWhat’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
  15. 15. 15#itSMFSweden@marksmalleyTop 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.  Globalization2011US/EUR4/32/11/16/43/55/79/-10/68/8-/-2010US/EUR1/12/33/43/63/26/7-/-8/89/15-/-Sources:SIM(US)&BITTI(EUR)
  16. 16. 16#itSMFSweden@marksmalleyIT value chainBusiness GoalsIT BenefitsBusiness BenefitsProfitITRevenueCostMoreBetterfunctionalityQuicker TTMFewer/shorteroutagesMoreflexibleCheaperMoreproductiveCheaperBetterYourITinitiative
  17. 17. 17#itSMFSweden@marksmalleyTop IT mgmt concernsBusiness GoalsIT BenefitsBusiness BenefitsProfitITRevenueCostMoreBetterfunctionalityQuicker TTMFewer/shorteroutagesMoreflexibleCheaperMoreproductiveCheaperBetterYourITinitiative142341. Business productivity &cost reduction2. Business agility &speed to market3. IT & business alignment4. IT reliability & efficiency5. Business process re-engineering6. IT strategic planning7. Revenue generating ITinnovations8. IT cost reduction9. Security & privacy10. Globalization7856109
  18. 18. 18#itSMFSweden@marksmalleyIT takes two to tango
  19. 19. 19#itSMFSweden@marksmalley
  20. 20. 20#itSMFSweden@marksmalleyBIM is often the weakest link
  21. 21. 21#itSMFSweden@marksmalleyComplexityChangeabilitySource:CapgeminiIMSurvey2011-2012Although challenged organizationsmanage information better…
  22. 22. 22#itSMFSweden@marksmalley…most are only in maturity phase 1or 2Gartner EIM modelSource:CapgeminiIMSurvey2011-2012
  23. 23. 23#itSMFSweden@marksmalleyAgree with these statements?1.Low maturity and is weakest link2.Low maturity but IT is weakest link3.High maturity but is still weakest link4.High maturity and IT is weakest link5.ConfusedPollRelative strength of BIM
  24. 24. 24#itSMFSweden@marksmalley
  25. 25. 25#itSMFSweden@marksmalleySilver bullet surrogate● Create awareness● Earn mandate and recognition● Success factor: visionary leadership● Invest in soft skills (negotiation, networking)● Clarify roles and responsibilities
  26. 26. 26#itSMFSweden@marksmalleyBiSL, the Business InformationServices LibraryShows how to• Ensure that the business gets theinformation that it needs• Acquire and manage IT services effectively andefficiently, from a demand (business) perspectiveProcess framework, best practices, training & qualification(APMG) program, priSM accreditation, publications withguidance, knowledge network
  27. 27. 27#itSMFSweden@marksmalleyHistory of BiSL1997 Development of the FBM framework for BIM by theprivatized Dutch Computer Center, RCC2003 Rebranding of FBM as BiSL and transfer ofstewardship to the ASL BiSL Foundation2005 Formal launch of BiSL2011 BiSL Foundation (BiSLF) recognized as priSM credential2012 Second edition of BiSL (minor revisions)2012 BiSLF recognized as ITIL Complementary QualificationThe de facto standard for BIM in NL, usually with ASL forApplication Management & ITIL for IT Infrastructure Mgmt
  28. 28. 28#itSMFSweden@marksmalleyBiSL frameworkDirectinformationstrategyChangefunctionalitySupportusersGoverninformationManagementManage information management
  29. 29. 29#itSMFSweden@marksmalleyBiSL frameworkPlanning andresource managementFinancialmanagementDemandmanagementContractmanagementOperationalsuppliermanagementBusiness datamanagementEnd usersupportInfor-mationcoor-dinationUse management cluster Functionality management clusterSpecifyinformationrequirementsDesign non-automatedinfo. systemsPreparetransitionReviewand testingEstablishbus. processdevelopmentsStrategicsuppliermanagementStrategicinfo. partnermanagementI-organizationstrategyStrategic userrelationshipmanagementI-organization strategy clusterInformationlifecyclemanagementEstablishinfo. chaindevelopmentsChange-managementTransitionmanagementInformationportfoliomanagementManagementOperationsStrategyInformation strategy clusterEstablishtechnologicaldevelopments
  30. 30. 30#itSMFSweden@marksmalleyBiSL frameworkPlanning andresource managementFinancialmanagementContractmanagementOperationalsuppliermanagementBusiness datamanagementEnd usersupportInfor-mationcoor-dinationUse management cluster Functionality management clusterSpecifyinformationrequirementsDesign non-automatedinfo. systemsPreparetransitionReviewand testingEstablishbus. processdevelopmentsStrategicsuppliermanagementStrategicinfo. partnermanagementI-organizationstrategyStrategic userrelationshipmanagementI-organization strategy clusterInformationlifecyclemanagementEstablishinfo. chaindevelopmentsChange-managementTransitionmanagementInformationportfoliomanagementManagementOperationsStrategy30Information strategy clusterDemandmanagementEstablishtechnologicaldevelopments
  31. 31. 31#itSMFSweden@marksmalleyBiSL frameworkPlanning andresource managementFinancialmanagementContractmanagementOperationalsuppliermanagementBusiness datamanagementEnd usersupportInfor-mationcoor-dinationUse management cluster Functionality management clusterSpecifyinformationrequirementsDesign non-automatedinfo. systemsPreparetransitionReviewand testingEstablishbus. processdevelopmentsStrategicsuppliermanagementStrategicinfo. partnermanagementI-organizationstrategyStrategic userrelationshipmanagementI-organization strategy clusterInformationlifecyclemanagementEstablishinfo. chaindevelopmentsChange-managementTransitionmanagementInformationportfoliomanagementManagementOperationsStrategy31Information strategy clusterDemandmanagementEstablishtechnologicaldevelopments
  32. 32. 32#itSMFSweden@marksmalleyBiSL frameworkPlanning andresource managementFinancialmanagementContractmanagementOperationalsuppliermanagementBusiness datamanagementEnd usersupportInfor-mationcoor-dinationUse management cluster Functionality management clusterSpecifyinformationrequirementsDesign non-automatedinfo. systemsPreparetransitionReviewand testingEstablishbus. processdevelopmentsStrategicsuppliermanagementStrategicinfo. partnermanagementI-organizationstrategyStrategic userrelationshipmanagementI-organization strategy clusterInformationlifecyclemanagementEstablishinfo. chaindevelopmentsChange-managementTransitionmanagementInformationportfoliomanagementManagementOperationsStrategy32Information strategy clusterDemandmanagementEstablishtechnologicaldevelopments
  33. 33. 33#itSMFSweden@marksmalleyBiSL frameworkPlanning andresource managementFinancialmanagementContractmanagementOperationalsuppliermanagementBusiness datamanagementEnd usersupportInfor-mationcoor-dinationUse management cluster Functionality management clusterSpecifyinformationrequirementsDesign non-automatedinfo. systemsPreparetransitionReviewand testingEstablishbus. processdevelopmentsStrategicsuppliermanagementStrategicinfo. partnermanagementI-organizationstrategyStrategic userrelationshipmanagementI-organization strategy clusterInformationlifecyclemanagementEstablishinfo. chaindevelopmentsChange-managementTransitionmanagementInformationportfoliomanagementManagementOperationsStrategy33Information strategy clusterDemandmanagementEstablishtechnologicaldevelopments
  34. 34. 34#itSMFSweden@marksmalleyBiSL frameworkPlanning andresource managementFinancialmanagementContractmanagementOperationalsuppliermanagementBusiness datamanagementEnd usersupportInfor-mationcoor-dinationUse management cluster Functionality management clusterSpecifyinformationrequirementsDesign non-automatedinfo. systemsPreparetransitionReviewand testingEstablishbus. processdevelopmentsStrategicsuppliermanagementStrategicinfo. partnermanagementI-organizationstrategyStrategic userrelationshipmanagementI-organization strategy clusterInformationlifecyclemanagementEstablishinfo. chaindevelopmentsChange-managementTransitionmanagementInformationportfoliomanagementManagementOperationsStrategy34Information strategy clusterDemandmanagementEstablishtechnologicaldevelopments
  35. 35. 35#itSMFSweden@marksmalleyBiSL frameworkPlanning andresource managementFinancialmanagementContractmanagementOperationalsuppliermanagementBusiness datamanagementEnd usersupportInfor-mationcoor-dinationUse management cluster Functionality management clusterSpecifyinformationrequirementsDesign non-automatedinfo. systemsPreparetransitionReviewand testingEstablishbus. processdevelopmentsStrategicsuppliermanagementStrategicinfo. partnermanagementI-organizationstrategyStrategic userrelationshipmanagementI-organization strategy clusterInformationlifecyclemanagementEstablishinfo. chaindevelopmentsChange-managementTransitionmanagementInformationportfoliomanagementManagementOperationsStrategy35Information strategy clusterDemandmanagementEstablishtechnologicaldevelopments
  36. 36. 36#itSMFSweden@marksmalleyBiSL frameworkPlanning andresource managementFinancialmanagementContractmanagementOperationalsuppliermanagementBusiness datamanagementEnd usersupportInfor-mationcoor-dinationUse management cluster Functionality management clusterSpecifyinformationrequirementsDesign non-automatedinfo. systemsPreparetransitionReviewand testingEstablishbus. processdevelopmentsStrategicsuppliermanagementStrategicinfo. partnermanagementI-organizationstrategyStrategic userrelationshipmanagementI-organization strategy clusterInformationlifecyclemanagementEstablishinfo. chaindevelopmentsChange-managementTransitionmanagementInformationportfoliomanagementManagementOperationsStrategy36Information strategy clusterDemandmanagementEstablishtechnologicaldevelopments
  37. 37. 37#itSMFSweden@marksmalleyInterfaces with the IT departmentPlanning andresource managementFinancialmanagementDemandmanagementContractmanagementOperationalsuppliermanagementBusiness datamanagementInfor-mationcoor-dinationUse management cluster Functionality management clusterSpecifyinformationrequirementsDesign non-automatedinfo. systemsPreparetransitionReviewand testingEstablishbus. processdevelopmentsInformation strategy clusterStrategicsuppliermanagementStrategicinfo. partnermanagementI-organizationstrategyStrategic userrelationshipmanagementI-organization strategy clusterInformationlifecyclemanagementEstablishinfo. chaindevelopmentsEstablishtechnologicaldevelopmentsChange-managementTransitionmanagementInformationportfoliomanagementManagementOperationsStrategyEnd usersupport
  38. 38. 38#itSMFSweden@marksmalleyRelationship with the usersPlanning andresource managementFinancialmanagementContractmanagementOperationalsuppliermanagementBusiness datamanagementEnd usersupportInfor-mationcoor-dinationUse management cluster Functionality management clusterSpecifyinformationrequirementsDesign non-automatedinfo. systemsPreparetransitionReviewand testingEstablishbus. processdevelopmentsInformation strategy clusterStrategicsuppliermanagementStrategicinfo. partnermanagementI-organizationstrategyStrategic userrelationshipmanagementI-organization strategy clusterInformationlifecyclemanagementEstablishinfo. chaindevelopmentsEstablishtechnologicaldevelopmentsChange-managementTransitionmanagementInformationportfoliomanagementManagementOperationsStrategyDemandmanagement
  39. 39. 39#itSMFSweden@marksmalleyStrategic use of information andITPlanning andresource managementFinancialmanagementDemandmanagementContractmanagementOperationalsuppliermanagementBusiness datamanagementEnd usersupportInfor-mationcoor-dinationUse management cluster Functionality management clusterSpecifyinformationrequirementsDesign non-automatedinfo. systemsPreparetransitionReviewand testingEstablishbus. processdevelopmentsInformation strategy clusterStrategicsuppliermanagementStrategicinfo. partnermanagementI-organizationstrategyStrategic userrelationshipmanagementI-organization strategy clusterInformationlifecyclemanagementEstablishinfo. chaindevelopmentsEstablishtechnologicaldevelopmentsChange-managementTransitionmanagementInformationportfoliomanagementManagementOperationsStrategy
  40. 40. 40#itSMFSweden@marksmalleyImprovement, business cases & cost/benefitmgmtContractmanagementPlanning andresource managementFinancialmanagementDemandmanagementOperationalsuppliermanagementBusiness datamanagementEnd usersupportInfor-mationcoor-dinationUse management cluster Functionality management clusterSpecifyinformationrequirementsDesign non-automatedinfo. systemsPreparetransitionReviewand testingEstablishbus. processdevelopmentsInformation strategy clusterStrategicsuppliermanagementStrategicinfo. partnermanagementI-organizationstrategyStrategic userrelationshipmanagementI-organization strategy clusterInformationlifecyclemanagementEstablishinfo. chaindevelopmentsEstablishtechnologicaldevelopmentsChange-managementTransitionmanagementInformationportfoliomanagementManagementOperationsStrategy
  41. 41. 41#itSMFSweden@marksmalleySpecs, procedures, acceptance &transitionPlanning andresource managementFinancialmanagementDemandmanagementContractmanagementOperationalsuppliermanagementBusiness datamanagementEnd usersupportInfor-mationcoor-dinationUse management cluster Functionality management clusterSpecifyinformationrequirementsDesign non-automatedinfo. systemsPreparetransitionReviewand testingEstablishbus. processdevelopmentsInformation strategy clusterStrategicsuppliermanagementStrategicinfo. partnermanagementI-organizationstrategyStrategic userrelationshipmanagementI-organization strategy clusterInformationlifecyclemanagementEstablishinfo. chaindevelopmentsEstablishtechnologicaldevelopmentsChange-managementTransitionmanagementInformationportfoliomanagementManagementOperationsStrategy
  42. 42. 42#itSMFSweden@marksmalleyBiSL, the Business InformationServices Library• BiSL describes the processes for the wholeBusiness Information Management domain• You decide to which degree they need to beformalized and who is responsible for what• Free publications offer best practice guidance forprocess improvement• Consultancy, training & certification is availablefor a quality boost
  43. 43. 43#BrightTALK@marksmalleyThe big IT pictureITOrgUserOrgDemandSupplyConsumptionInfoSyst
  44. 44. 44#BrightTALK@marksmalleyITOrgUserOrgDemandSupplyConsumptionInfoSyst
  45. 45. 4545BiSL & COBIT 5● BiSL describes activities for ‘BIM’● COBIT addresses the measures that managethese activities and risks and assure benefitsrealisation, and risk and resource optimisation
  46. 46. 4646BiSL & COBIT 5● COBIT 5 already refers to IT-supply orientedframeworks and standards ITIL®, TOGAF®,PMBOK®, PRINCE2®, COSO and ISO foradditional specific guidance● Because BiSL provides extensive guidanceregarding the content of the processes fordemand and use of information and technology,COBIT and BiSL can also be regarded ascomplimentary frameworks
  47. 47. 4747BiSL in a Box – itSMF USACathy Kirch: “Folks, we have some weather outside…
  48. 48. 4848BiSL in a Box – itSMF USA● Poor communication and understanding betweenbusiness and IT● One size IT does not fit all business departments● Poor articulation of the services that IT provides● Business is the intermediary between customersand IT● Business people are struggling with theirresponsibilities
  49. 49. 49#itSMFSweden@marksmalleySummary● Information is an increasingly important business asset thatdeserves 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, softskills and clear roles and responsibilities● BiSL is a best practice process framework that addresseseffective usage of information and IT services from abusiness (demand) perspective
  50. 50. 50#itSMFSweden@marksmalleyBiSL helps…Role Pain CauseBusiness managersProcess ownersBusiness analystsInformation managersDelays and costs,reputation damage,compliancy risks,missed revenuePoor (use of)information andtechnologyProject managers Delayed sign-off,poor professionalreputationIT deliverables notembedded inbusiness processesIT (service) managersFront-line IT practitionersIT consultantsDissatisfied users /business, feelingmisunderstoodMisalignment of ITwith the business
  51. 51. 51#itSMFSweden@marksmalleyPollBottom lineDoes BiSL fill a gap that otherframeworks cannot reach?1.Yes2.Partially3.No
  52. 52. 5252Self-assessment 1 of 3Quality of information systems● Is the right information available to support thebusiness processes?● Does the business have insight into themanagerial improvement requirements forinformation systems?● Is the business using the potential of IT, e.g.social media, big data, BYOD?● Is the business using IT to achieve strategicgoals?
  53. 53. 5353Self-assessment 2 of 3Acquisition and managementof IT services● Does the business have insight into the costs of the informationsystems and whether they are normal?● Does the business have insight into the budget that is available foruse and operation of information systems and for improvements(changes, projects, programmes)?● Is the business spending the right amount of time and money oninformation (technology) – as opposed to other business assets?● Does the business manage change to information systemseffectively?● Has the business got the (delegation of) quality, cost andtimeliness of IT services and projects under control?● Does the business create adequate specifications for IT?
  54. 54. 5454Self-assessment 3 of 3Business use of informationand IT● Are business employees getting the most out ofthe currently available information andinformation systems?● Does the business have insight into what theemployees think about the information systemsand their ‘bottom-up’ improvement requirements?
  55. 55. 55mark.smalley@aslbislfoundation.orgwww.linkedin.com/in/marksmalleymarksmalley @ TwitterSmalley.ITwww.aslbislfoundation.orgFree downloadsNewsletterPlease connectand keep in touch!

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