PECB Webinar: Role of BRM in fast track achievement of ISO/IEC 20K
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The webinar covers: • BRM (business relationship management) process overview • Benefits of achieving the ISO/IEC 20K • Logical Approach to target the achievement of ISO/IEC 20K • Role of BRM in fast track achievement of ISO/IEC 20K • Challenges and Critical Success Factors for this approach Presenter: This webinar was presented by PECB Trainer Ahmad Yasser Alshareef, an experienced Service Management Architect and part of MegaSoft IT Consulting & Training.
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PECB Webinar: Role of BRM in fast track achievement of ISO/IEC 20K
- 1. Presenter: A. Yasser Alshareef “Role of BRM in fast track achievement of ISO/IEC 20K” v
- 2. Topics & Objectives • BRM (Business Relationship Management) Process Overview • Eight ISO 20K Management Principles • Benefits of achieving ISO/IEC 20K • Logical Approach to target Achievement of ISO/IEC 20K • Role of BRM in Fast Track Achievement of ISO/IEC 20K • Challenges and Guidelines for this Approach
- 3. BRM Process Overview ITIL defines Business Relationship Management as: “The process responsible for maintaining a positive relationship with customers. Business relationship management identifies customer needs and ensures that the service provider is able to meet these needs with an appropriate catalogue of services.”
- 4. BRM Process Overview • Ensure that the service provider understands the customer’s perspective of service • Ensure high levels of customer satisfaction by meeting the customer’s requirements • Establish and maintain a constructive relationship with the customer • Identify changes to the customer environment that would impact services provided • Identify technology trends that could potentially impact services provided • Establish and articulate business requirements for new or changed services • Ensure that the service provider is meeting the business needs of the customer • Work with customers to ensure that services and service levels delivers value • Mediate in cases there are conflicting requirements from different business units • Establish formal complaints and escalation processes for the customer." Objectives
- 5. BRM Process Overview Strategic Partnership Facilitation • BRM contribute to service provider strategic discussions • Ensures that information about the strategic direction of the customer is communicated to the Service Provider and into the appropriate processes and internal stakeholders
- 6. BRM Process Overview ITIL defines Business Relationship Management as: “The process responsible for maintaining a positive relationship with customers. Business relationship management identifies customer needs and ensures that the service provider is able to meet these needs with an appropriate catalogue of services.” BRM Role in Service Strategy Stage • Identify stakeholders • Define outcomes • Specify strategic requirements and funding • Define business case • Validate patterns of business activity Service Strategy Continual Service Improvement Service Design Service Transition Service Operation
- 7. BRM Process Overview ITIL defines Business Relationship Management as: “The process responsible for maintaining a positive relationship with customers. Business relationship management identifies customer needs and ensures that the service provider is able to meet these needs with an appropriate catalogue of services.” BRM Role in Service Design Stage • Validate customer requirements • Validate patterns of business activity • Confirm costs and funding • Ensure appropriate customer involvement in design activities Service Strategy Continual Service Improvement Service Design Service Transition Service Operation
- 8. BRM Process Overview ITIL defines Business Relationship Management as: “The process responsible for maintaining a positive relationship with customers. Business relationship management identifies customer needs and ensures that the service provider is able to meet these needs with an appropriate catalogue of services.” BRM Role in Service Transition Stage • Coordinate customer involvement in ST processes • Schedule customer involvement • Validate release schedules • Awareness of known errors Service Strategy Continual Service Improvement Service Design Service Transition Service Operation
- 9. BRM Process Overview BRM Role in Service Operation Stage • Communicate scheduled outages • Updates on major incidents • Escalation Service Strategy Continual Service Improvement Service Design Service Transition Service Operation
- 10. BRM Process Overview ITIL defines Business Relationship Management as: “The process responsible for maintaining a positive relationship with customers. Business relationship management identifies customer needs and ensures that the service provider is able to meet these needs with an appropriate catalogue of services.” BRM Role in Service Improvement Stage • Report service performance • Customer satisfaction surveys • Facilitate reviews on ability to meet strategic objectives • Initiate service improvement plans
- 11. Eight ISO 20K Management Principles Eight ISO 20K Management Principles
- 12. Benefits of achieving ISO/IEC 20K Advantages of achieving ISO/IEC 20K
- 13. Logical Approaches to target ISO/IEC 20K
- 14. Logical Approaches to target ISO/IEC 20K 1- Speed of Implementation 3- Expectations and Scope 2- Level of maturity of processes and controls
- 15. Logical Approach to target ISO/IEC 20K 4- Integrated approach 5- Iterative approach 1- Business approach 2- System approach 3- Systematic approach
- 16. Role of BRM in Fast Track Achievement of ISO/IEC 20K SS Deliverables = business needs, customer needs, service needs, business case, SLR, SAC, etc .. Service Strategy Service Design Service Transition Service Operation Project Board – Change Advisory Board SD Deliverables = SDP includes project plan, project control, strategies to manage quality, risk, etc.. ST Deliverables = implmented release packages, risks, changes, KE, etc.. SO Deliverables = realized services, managed processes and managed technologies, reports, etc… Change Management played primarily by the Board and partially by the Project Manager Perspectives, positons, plans and patterns People, processes, partners and products Capabilities and improvements Services, Processes, Products and performance measurements RFC RFCRFCBRMBRM BRM
- 17. Challenges & Guidelines for this Approach Management responsibility & interested parties involvement Alignment of Quality Assurance and Design functions Competence, awareness and training Governance of processes operated by other parties Avoid the integration of new technology Integrate the SMS into existing processes Apply the principle of continual improvement Designation of responsible owner (PM)
- 18. Thank You MerciGrazie Gracias Obrigado Danke Japanese English French Russian German Italian Spanish Brazilian Portuguese Arabic Traditional Chinese Simplified Chinese Hindi Tamil Thai Korean