Evolving from Service Management to Driving and Ensuring Value

1
apmg-international.com
Evolving from Service Management
to Driving and Ensuring Value
MARCH 2019
The Case for Connecting ISO/IEC 20000 TO
Business Relationship Management
BUSINESS

2
Agenda
Welcome & introduction
– Ronn Faigen, Partner Relations Manager, APMG International
Guest Speaker
– Mart Rovers, INTERPROM.
Q&A
Further information
Close

3
Before we get started…
This session is being recorded. The
recording and slides will be sent to
you after the webinar.
All participants are muted. Please
type any questions into the
“Questions” window.
Your feedback will help us to improve
future webinars. Please send any
comments and suggestions to:
Ronn.Faigen@apmg-international.com

4
The Evolution of IT:
From Service Management to Driving and Ensuring
Value
Survival Satisfying Purpose

5
Back in the Day
IT Supports “The Business”

7
Today
IT is “Business”

8
It’s All Part of the Journey:
Service Management to Driving and
Ensuring Value
Business
Relationship
Maturity
Alignment to
Convergence
IT is
Business
Recognized
Value
Defines Resulting In Optimizing

9
Getting from Here to There
Ad Hoc
Order Taker
Service Provider
Trusted Partner
Strategic Partner

10
Business Relationship Management Institute, Inc.
BRM Body of Knowledge (BRMBOKTM)
Copyright and all rights reserved
Material from this publication has been reproduced with the permission of the BRM Institute

11
Mart Rovers
 Mart Rovers is the President of INTERPROM. He is a Board
Member of the Arizona ITSM Professionals and currently serves
as the Chair of the Knowledge Provision Council of the BRM
Institute, and he is a Registered Provider with the RCP
Assessment credential of the BRM Institute.
 Mart has over 40 years of experience in IT and has been
consulting, coaching and training in Service Management,
Business Relationship Management, Information Security
Management, Enterprise Risk Management and IT Governance
since 1992. He mostly coaches business leaders and teams.
 Mart holds the CBRM certification along with ISO/IEC 20000
Professional and Auditor certifications. He is one of the few
Registered Certified Providers of the BRM Institute. He has led
numerous organizations towards becoming ISO/IEC 20000 and
ISO/IEC 27001 certified and is an accredited instructor for
Business Relationship Management (BRMP, CBRM, Executive
Brief and Fundamentals and SPA workshop), ISO/IEC 20000,
ISO/IEC 27001, COBIT, DevOps, VeriSM, and ITIL training
courses.
 Mart is also the author of the “ISO/IEC 20000 – A Pocket Guide”.

12
What are they?
Comparing Service Management and
Value Management
"Strive not to be a success, but rather to be of value." -Albert Einstein
Service Management:
Service management is a
specialized set of organizational
capabilities for enabling value for
customers in the form of services
Value Management:
The process of defining,
measuring, optimizing,
communicating, driving and
ensuring the value of
investments over time

13
Comparing Service Management and
Driving and Ensuring value
Service Management
Focus:
Service Functions
Effectiveness of meeting
service requirements
Service value recognition
Service portfolio
Service Function manages
the costs and the risks
Driving and Ensuring Value
Focus:
End-to-end Business
Optimization of investments
Business value recognition
Initiative portfolio
Risks and rewards are shared
between the business and the
provider

14
Service Management and Driving and
Ensuring Value: Why are they important?
Service Management
Service Quality
Service Mindset
Customer Focus
Mutually Beneficial
Relationships
System Approach to
Management
Factual Decision-making
Continual Improvement
Driving and Ensuring Value
Value for Money
Strategy Mindset
Catalyzing Business Innovation
Business – Peer/Partner Model
with Shared Ownership
Converged Teams, Strategies and
Capabilities
Business Capability Management
Driving/ensuring Value Recognized

15
Why do
Organizations
Benefit from
Having Both?
Comparing Service
Management and
Driving and Ensuring
value
Service
Management
Driving and
Ensuring Value
1. Strategy
Enablement
2. Capability
Enablement
3. Service Value
recognition
1. Strategy
Convergence
2. Capability
Optimization
3. Business Value
recognition

16
ISO/IEC 20000-1
2018
“Service
Management
System
Requirements”
- Organizational Context
- Leadership
- Planning
- Support of the SMS
- Operation of the SMS
- Performance Evaluation
- Improvement

17
BRM Body of Knowledge
“The Business
Relationship
Management Playbook”
“The BRMP® Guide to
the BRM Body of
Knowledge”
“The CBRM® Guide to
the BRM Body of
Knowledge”
- Setting Strategic Partnership
Goals
- How to do Strategic Partnering
- Building a Journey Map for
Strategic Partnering
- Building on Success
- The BRM Role
- Organizational Capability
- Organizing BRM
- Service Provisioning
- Techniques
- Competencies
- Assessing BRM Context
- Developing Strategic
Relationships
- Driving/ensuring value

18
Service Management
System (SMS)
An SMS supports the
management of the service
lifecycle, including the
planning, design, transition,
delivery and improvement of
services, which meet agreed
requirements and deliver value
for customers, users and the
organization delivering the
services.
Service
A means of delivering value for
the customer by facilitating
outcomes the customer wants
to achieve

19
Service
Requirements and
Delivery of Service
Value
The requirements specified
in ISO/IEC 20000-1 include
the planning, design,
transition, delivery and
improvement of services to
meet the service
requirements and deliver
value.
Value can be tangible or
intangible, financial or non-
financial, and includes
consideration of risks and
liabilities. It can be positive
or negative at different
stages of the asset life.
Value
ISO/IEC 20000 definition:
- Importance, benefit or usefulness
EXAMPLE: Monetary value, achieving service
outcomes, achieving service management
objectives, customer retention, removal of
constraints.

20
ISO/IEC 20000 and
Business Relationship
Management
“How do they
Complement Each
Other?”

21
ISO/IEC 20000 and
Management
“How do they
Complement Each
Other?”
TacticalBRM
StrategicBRM
Tactical BRM:
- Service Management
Focus
Strategic BRM:
- Driving and Ensuring
Value Focus
ServiceManagement
DrivingandEnsuringValue

22
ISO/IEC 20000 and
Management
“How do they
Strengthen Each
Other?”
“How to Start this
Journey?”

23
Business
Relationship
Maturity Model:
- Tactical BRM
"Perfection is not attainable, but if we chase perfection we can catch excellence." -Vince Lombardi

24
BRM Impact
• Assess Demand Maturity
• Business-Provider
Maturity Model
BRMBOK
• Assess Relationship Maturity
• Business Relationship
Maturity Model
BRMBOK
• Assess Provider Domain
Maturity
• ISO/IEC 20000
Requirements Gap
Analysis
• Provider Capability Model
BRMBOK
• Assess BRM Competency
• BRMP®
BRMBOK
BRMBOK
WHAT DOES
THE
TACTICAL
BRM
CONTRIBUTE
?

25
BRM Impact
Maturity Model
BRMBOK
Maturity Model
BRMBOK
Maturity
• ISO/IEC 20000
Requirements Gap
Analysis
BRMBOK
• BRMP®
BRMBOK
BRMBOK
WHAT DOES
THE
TACTICAL
BRM
CONTRIBUTE
?

26
BRM Impact
Maturity Model
BRMBOK
Maturity Model
BRMBOK
Maturity
• ISO/IEC 20000
Requirements Gap
Analysis
BRMBOK
• BRMP®
BRMBOK
BRMBOK
WHAT DOES
THE
TACTICAL
BRM
CONTRIBUTE
?

27
ISO/IEC 20000-1
8.3.2 Business
relationship
management
The organization
shall establish a
business relationship
management
practice..
• Identify stakeholders of the services
• Designate business relationship managers
• Maintaining customer satisfaction
• Establish communications with customers
and other interested parties
• Understanding the evolving business
environment
• Respond to new or changed service
requirements
• Review the performance trends and the
outcomes of the services
• Measure satisfaction with the services,
analyze the results and identify and report on
opportunities for improvement
WHAT DOES
THE
TACTICAL
BRM
CONTRIBUTE
?

28
BRM Competencies
• Strategic partnering
• Context of the organization
ISO/IEC 20000-1 Clause 4
• Business IQ
• Business relationship
management
ISO/IEC 20000-1 Clause 8.3.2
• Portfolio management
• Service portfolio
ISO/IEC 20000-1 Clause 8.2
• Demand management
• Provider domain
• Service management system
• Business transition
management
• Leadership and commitment
• Powerful communication
• Awareness
• Communication
WHAT DOES
THE
TACTICAL
BRM
CONTRIBUTE
?

29
BRM Impact
Maturity Model
BRMBOK
Maturity Model
BRMBOK
Maturity
• ISO/IEC 20000
Requirements Gap
Analysis
BRMBOK
• BRMP®
BRMBOK
BRMBOK
WHAT DOES
THE
TACTICAL
BRM
CONTRIBUTE
?

30
ISO/IEC 20000-1
4.1 Understanding
the organization and
its context
The organization
shall determine
external and internal
issues that are
relevant to its
purpose and that
affect its ability to
achieve the intended
outcome(s) of its
SMS.
NOTE The word “issue” in this context can be
factors which have a positive or negative impact.
These are important factors for the organization
in the context of its ability to deliver services of
an agreed quality to its customers.
WHAT DOES
THE
TACTICAL
BRM
CONTRIBUTE
?
BRMBOK
• Customer Value Hierarchy
• Diagnosing Relationship Quality
• Relationship Value Mapping
• Relationship Improvement
Planning
• Relationship Strategy on a Page
• Business Capability Roadmapping
• Portfolio Management

31
ISO/IEC 20000-1
4.2 Understanding
the needs and
expectations of
interested parties
The organization shall
determine:
a) the interested
parties that are
relevant to the SMS
and the services;
b) the relevant
requirements of these
interested parties.
NOTE The requirements of interested parties
can include service, performance, legal and
regulatory requirements and contractual
obligations that relate to the SMS and the
services.
BRMBOK
WHAT DOES
THE
TACTICAL
BRM
CONTRIBUTE
?

32
BRM Impact
Maturity Model
BRMBOK
Maturity Model
BRMBOK
Maturity
• ISO/IEC 20000
Requirements Gap
Analysis
BRMBOK
• BRMP®
BRMBOK
BRMBOK
WHAT DOES
THE
TACTICAL
BRM
CONTRIBUTE
?

33
ISO/IEC 20000-1
10.2 Continual
improvement
The organization shall
manage approved
improvement activities
that include:
a) setting one or more
targets for
improvement in areas
such as quality, value,
capability, cost,
productivity, resource
utilization and risk
reduction;
WHAT DOES
THE
TACTICAL
BRM
CONTRIBUTE
?

34
Business
Relationship
Maturity Model:
- Strategic BRM
“We get paid for bringing value to the market place." –Jim Rohn

35
BRM Impact
• Assess Value Ability Maturity
• Business Value Ability Model
BRMBOK
Maturity Model
BRMBOK
• Becoming a Value-Focused
Organization
• Value-Focused Organization
Workshop
BRM Institute
• Enhance BRM Competency
• CBRM®
BRMBOK
BRMBOK
WHAT DOES
THE
STRATEGIC
BRM
CONTRIBUTE
?

36
BRM Impact
BRMBOK
Maturity Model
BRMBOK
Organization
Workshop
BRM Institute
• CBRM®
BRMBOK
BRMBOK
WHAT DOES
THE
STRATEGIC
BRM
CONTRIBUTE
?

37
BRM Impact
BRMBOK
Maturity Model
BRMBOK
Organization
Workshop
BRM Institute
• CBRM®
BRMBOK
BRMBOK
WHAT DOES
THE
STRATEGIC
BRM
CONTRIBUTE
?

38
BRMBOK
WHAT DOES
THE
STRATEGIC
BRM
CONTRIBUTE
?
BRM Competencies
• Strategic partnering
• Context of the organization
ISO/IEC 20000-1 Clause 4
• Business IQ
• Business relationship
management
• Portfolio management
• Service portfolio
• Provider domain
• Service management system
• Business transition
management
• Leadership and commitment
• Powerful communication
• Awareness
• Communication

39
ISO/IEC 20000-1
5.1 Leadership and
commitment
Top management shall
demonstrate leadership and
commitment with respect to
the SMS by:
h) communicating the
importance of effective
service management,
achieving the service
management objectives,
delivering value and
conforming to the SMS
requirements;
BRMBOK
• Capability, not process
• Convergence, not alignment
• Shared ownership, not accountability
• Creativity and innovation, not status quo
• Demand shaping, not demand management
• Leadership, not management
• Partners, not customers
• Partner, not providers
• Partnering model, not engagement model
• Value, not cost
• Value framework
• Value optimization, in addition to continuous
improvement
WHAT DOES
THE
STRATEGIC
BRM
CONTRIBUTE
?

40
BRM Impact
BRMBOK
Maturity Model
BRMBOK
Organization
Workshop
BRM Institute
• CBRM®
BRMBOK
BRMBOK
WHAT DOES
THE
STRATEGIC
BRM
CONTRIBUTE
?

41
ISO/IEC 20000-1
5.1 Leadership and
commitment
the SMS by:
d) ensuring that what
constitutes value for the
organization and its
customers is determined;
BRMBOK
WHAT DOES
THE
STRATEGIC
BRM
CONTRIBUTE
?

42
BRM Impact
BRMBOK
Maturity Model
BRMBOK
Organization
Workshop
BRM Institute
• CBRM®
BRMBOK
BRMBOK
WHAT DOES
THE
STRATEGIC
BRM
CONTRIBUTE
?

43
BRMBOK
WHAT DOES
THE
STRATEGIC
BRM
CONTRIBUTE
?
ISO/IEC 20000-1
4.1 Understanding
the organization and
its context
The organization
shall determine
external and internal
issues that are
relevant to its
purpose and that
affect its ability to
achieve the intended
outcome(s) of its
SMS.
NOTE The word “issue” in this context can be
factors which have a positive or negative impact.
These are important factors for the organization
in the context of its ability to deliver services of
an agreed quality to its customers.

44
ISO/IEC 20000-1
5.1 Leadership
and commitment
the SMS by:
a) ensuring that the service
management policy and
service management
objectives are established
and are compatible with the
strategic direction of the
organization;
BRMBOK
WHAT DOES
THE
STRATEGIC
BRM
CONTRIBUTE
?

45
Call to
Action!
½ hour conversation
with Mart Rovers.
No obligation…
““They” companies and “We” companies are very different places.” –Robert B. Reich’s Pronoun Test

46
Next Steps For Anyone’s Budget
BRM Institute on LinkedIn (Free):
https://www.linkedin.com/groups/3765907
BRM Institute website (Free):
https://brm.institute/
BRMP Guide ($140):
https://shop.brm.institute/product/brmp-guide/
BRM Institute Membership ($195/year):
https://brm.institute/join-now/
ISO/IEC 20000 Foundation, Practitioner, Auditor Certification ($1,200-$2,000):
https://interpromusa.com/main-events/
Strategic Partnering Approach Workshop, Executive Brief, BRM Fundamentals
training, and BRMP and CBRM certification training ($0-$3,500):
https://brm.institute/events/ or https://interpromusa.com/main-events/
BRMConnect 2019 (New Orleans, LA, Oct 7-9) ($1,850):
https://www.brmconnect.com/

47
Feel Free to Download
White Papers from APMG and INTERPROM
“The Evolution of BRM” “What is ISO/IEC 20000?”

48
BRM Institute
BRM mission: Evolve Culture, Build Partnerships, Drive Value; Satisfy Purpose

49
Further information….
www.apmg-international.com
@APMG_Inter
+44 (0) 1494 452450
www.apmg-international.com/CBRM
BRM TRAINING &
CERTIFICATION
www.apmg-international.com/BRMP
www.interpromusa.com
@InterPromUSA
+1.480.699.9642
www.brm.institute
@BRMInstitute
+1.888.848.3012
ISO/IEC 20000 TRAINING &
CERTIFICATION
www.apmg-international.com/product/isoiec-20000
Foundation Practitioner Auditor

50
Submit questions via your GoToWebinar control panel.
(sorry, function not available on mobile devices)

Evolving from Service Management to Driving and Ensuring Value

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Evolving from Service Management to Driving and Ensuring Value

Similar to Evolving from Service Management to Driving and Ensuring Value (20)

More from Mark Constable

More from Mark Constable (8)

Recently uploaded

Recently uploaded (20)

Evolving from Service Management to Driving and Ensuring Value

Editor's Notes