3. IT & Business Domains Supply Demand IT Service Provider IT & Business IT Service Consumer IT Component Suppliers Management Application Suppliers Business Information Management Users Technical Infrastructure Management Application Management Infrastructure Suppliers
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19. Positioning ASL, BiSL & ITIL ITIL BiSL ASL Supply Demand IT Service Provider IT & Business IT Service Consumer IT Component Suppliers Management Application Suppliers Business Information Management Users Technical Infrastructure Management Application Management Infrastructure Suppliers
21. Ensure long term alignment with the users’ business Keep application(s) up-and-running Keep application(s) up-to-date Ensure long term success for the appl.mgt organization Manage time, costs, quality, expectations ASL - Application Services Library Framework Operational Governance Connecting SW ctrl & distrib Chng. mgt
22. Planning and Control Financial management Demand management Contract Management Operational IT management Data management User support Infor- mation coor- dination Governance Management Operations Operations management Functionality management Requirements specification Design non- automated IS Transistion planning Review and test Define business process dev. Develop information strategy Supplier relationship management Chain partner relationship management Define organization User relationship management Develop I-organization strategy Information Lifecycle Management Define chain developments Define technological developments Change- mgt Transition Information Portfolio Management BiSL - Business information Services Library Framework
Application Services Library ASL describes the management, maintenance and renewal of applications resulting in: better service concerning applications and their delivery according to agreement; less disturbances as one acts proactively instead of reactively; applications remain adapted to the demands and wishes of the customer. ASL describes responsibilities of application management: it is the theoretical basis for setting up management and maintenance processes. Thanks to ASL, employees speak the same language and know exactly what their activities and roles are in maintenance and management. Process improvements can be carried out by recognizing (sub) processes and by using the available best practices. This means IT services and products can be delivered according to pre-determined quality levels (service levels). An insight into the activities of management and maintenance also reveals the costs of this. The possibility of benchmarking provides organizations and processes a comparison with one another. ASL consists of a model and a theoretical framework, described in books and publications and a wide collection of so called ‘best practices’. The model consists of 25 processes, dividing the operational and tactical processes into two sub areas: Services: all processes directly concerned with the services and the daily use of the applications; Applications: all processes relating to the application portfolio, the lifecycle and the changes to the applications. The figure shows the division of the processes over the sub-areas. In addition to the division into services and applications, the processes are clustered according to the following subjects: Management: the management processes ensure optimal use of applications for supporting the business process with a minimum of resources and disturbance to the operation. In practice, these activities can quickly account for 20 to 40 percent of the activities of application management. Maintenance and renewal: maintenance and renewal processes ensure applications are changed according to the demands and requirements of the organization. Connecting processes: the processes change management and software control and distribution are the connection between the operational processes. Change management ensures the logistics of the changes to maintenance and renewal and software control and distribution ensures the logistics of the (physical) objects of the information system towards management. Management processes: the management processes ensure joint control of the operational processes and the coordination with the strategic processes. Applications Cycle Management (ACM): the long-term strategy for the various applications is described in these processes. Organization Cycle Management (OCM): the long-term strategy for the future of the IT service organization is developed in these processes. IT departments or IT organizations do not often give enough consideration to their own future and the services they wish to deliver or the partnerships necessary for this. Their future is central to this cluster of processes. The ‘best practices’ contain examples of processes in various situations and various businesses.
Business Information Services Library BiSL describes the processes of business information management and information management in order to control the information provision from a user’s and business perspective. It is a model with operational, tactical and strategic processes for setting up and implementing business information management. Organizations can use BiSL for formalizing their IT demands more efficiently, making optimal use of information provision. The BiSL processes are situated between the IT and business processes, between business information (systems) managers and information managers. BiSL describes all main processes and their mutual relationships. It provides suggestions for improving the processes and it provides business information (systems) managers and information managers’ unambiguous terminology. By using BiSL, organizations get: high quality support for the business processes by information provision; high quality support to end users by the information provision; managing and control of IT suppliers; good price-quality ratio of the information provision; the possibility of anticipating changes in the user organization, the business process and the environment of the organization. The BiSL model contains three levels: operational, tactical and strategic. Within these three levels, the processes are allocated to seven clusters: On the strategic level: Develop information strategy: translates developments in the business processes, the environment and the technology into the future information provision; Develop I-organization strategy: establishes communication, management and operating procedure for all parties involved in the decision-making process of information provision; Connecting processes: realizes coordination between all parties and all plans in the sub areas of the information provision. On the tactical level: These processes control the management tasks of maintenance and renewal processes (and connecting processes) from the point of view of planning, costs, needs and contracts. They form the connection between tactical and operational processes. On the operational level: Use management: supports the users in daily use of the information provision, provides operational control of the IT supplier and monitors the operational data maintenance; Functionality management: designs and realizes changes in the information provision; Connecting processes: provides decision-making regarding changes in the information provision and carries these out in the user organization.
So here are all of the 26 processes in the ASL Framework. Some processes are used more often than others. ACM and OCM maybe once to twice a year. Capacity mngt, Continuity mngt and Availability mngt possibly should be performed more than they usually are, but that’s how it is. To finish off dealing with the framework I’d like to take you through a subset.
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