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1 How to rearrange the deck chairs on the Titanic Mark Smalley, IT Paradigmologist @marksmalley & [email protected]
| Date post: | 01-Nov-2014 |
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How to rearrange the deck chairs on the Titanic Mark Smalley, IT Paradigmologist
@marksmalley &
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Speaker’s challenge!
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Speaker’s challenge!
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Speaker’s challenge!
#APMG_Inter @marksmalley
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• Key issues for IT Executives
• Importance of Information Management
• Instruments including the BiSL framework for IM
• ASL BiSL Foundation
• ASL framework for Application Management
• Take-aways
Agenda
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A
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Project Chicken
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P
H
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C
W
P
60th Wedding Anniversary 2008
Project ‘Chicken’ 2012
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What was the outcome of Project Chicken?
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Mark Smalley
IT Paradigmologist
marksmalley @
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Andrew Oswald
Happiness is U-shaped
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Charles Handy
Line of Everything
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Charles Handy
Line of Everything
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How to rearrange the deck chairs on the Titanic Mark Smalley, IT Paradigmologist
@marksmalley &
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How to rearrange the deck chairs on the Titanic Mark Smalley, IT Paradigmologist
@marksmalley &
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How to rearrange the deck chairs on the Titanic Mark Smalley, IT Paradigmologist
@marksmalley &
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How to rearrange the deck chairs on the Titanic Mark Smalley, IT Paradigmologist
@marksmalley &
“Technology is too important to the business not to be engaged and IT does not understand the business well enough to
be left to its own devices”
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Business executives say
• 79% technology will be key source of innovation • 71% technology will be competitive differentiator
• 46% IT organ. not well positioned to meet needs • 41% IT organization overly bureaucratic
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• “Fewer than 50% of CIO’s have a good understanding of business and technical risks;
up to 25% say it is poor”
• “Companies that involve the CIO in business strategy are much more likely to achieve financial performance superior to their peers”
Source: "The C-suite Challenges IT: New Expectations for Business Value" The Economist Intelligence Unit, June 2012
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Forrester report why ITSM framework implementations fail • 52% resistance to change • 29% lack of business interest & involvement
Key issues for IT executives
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Key issues for IT executives
Business & IT productivity IT and Business alignment Business agility &
speed to market Business process
management & reengineering IT cost, reliability & efficiency
and security
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Key issues for IT executives
“IT doesn’t understand the business, but the business’
understanding of IT is even worse” Business & IT productivity
IT and Business alignment Business agility &
speed to market Business process
management & reengineering IT cost, reliability & efficiency
and security
Prof. Jerry Luftman
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Business & IT productivity IT and Business alignment Business agility &
speed to market Business process
management & reengineering IT cost, reliability & efficiency
and security
Key issues for IT executives
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Business & IT productivity IT and Business alignment Business agility &
speed to market Business process
management & reengineering IT cost, reliability & efficiency
and security
Growing importance, & dependency
Key issues for IT executives
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There’s only value in IT if it enables organizations to survive and succeed
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Business & IT productivity IT and Business alignment Business agility &
speed to market Business process
management & reengineering IT cost, reliability & efficiency
and security
Growing importance, & dependency
Increasing impact ITSM = strategic capability
Poor ability to execute
Key issues for IT executives
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Business & IT productivity IT and Business alignment Business agility &
speed to market Business process
management & reengineering IT cost, reliability & efficiency
and security
Growing importance, & dependency
Increasing impact ITSM = strategic capability
Poor ability to execute
CIO needs #5: Leadership development & staff training
Key issues for IT executives
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Source: www.dilbert.com
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Hero
Professor Inspired by Stephen Mann
Leader
Who do we need?
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World-wide ABC of ICT Surveys
Paul Wilkinson
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World-wide ABC of ICT Surveys
Paul Wilkinson
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Prague Spring 1968
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Arab Spring 2011
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Helsinki Spring 2011 “Angry Young Finns”
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IT Spring – Occupy IT
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IT Spring – Occupy IT
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IT Spring – Occupy IT
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Smalley is revolting
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Service Level Disarmement
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Service Level Disarmement
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● Business depends on information & IT
● IT is a strategic capability
● IT is still underperforming
● Polishing the inside of the kettle isn’t enough
Conclusions
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● Business depends on information & IT
● IT is a strategic capability
● IT is still underperforming
● Polishing the inside of the kettle isn’t enough
● Integration with business is needed
● Business domain knowledge
● Business empathy
● Demand-side IM processes
● IT organizations need credibility
● Business managers must take their responsibility for governing IT
Conclusions
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● Business depends on information & IT
● IT is a strategic capability
● IT is still underperforming
● Polishing the inside of the kettle isn’t enough
● Integration with business is needed
● Business domain knowledge
● Business empathy
● Demand-side IM processes
● IT organizations need credibility
● Business managers must take their responsibility for governing IT
BiSL
Value model
BiSL
ABC of ICT
Conclusions
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Value model
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Positioning BiSL
● Framework that provides guidance for business for ● managing information and ● managing IT services from a business (demand) perspective
● Complimentary to ITIL etc
● Owned and supported by the not-for-profit ASL BiSL Foundation
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• Not-for-profit, Vendor-independent, Public domain organization, founded in 2002 in the Netherlands
• Frameworks & best practices are freely available
• Professional association for Information Management and Application Management
• Advance professionalization of IT from both a business and an IT perspective
• Funded by 27 Demand and Supply organizations who benefit from standards and best practices
www.aslbislfoundation.org
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• Not-for-profit, Vendor-independent, Public domain organization, founded in 2002 in the Netherlands
• Frameworks & best practices are freely available
• Professional association for Information Management and Application Management
• Advance professionalization of IT from both a business and an IT perspective
• Funded by 27 Demand and Supply organizations who benefit from standards and best practices
www.aslbislfoundation.org
Governed by
Achmea Capgemini NL
Dutch Ministry of Defense Dutch Tax and Customs Administration
Ordina Quint Wellington Redwood
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• Not-for-profit, Vendor-independent, Public domain organization, founded in 2002 in the Netherlands
• Frameworks & best practices are freely available
• Professional association for Information Management and Application Management
• Advance professionalization of IT from both a business and an IT perspective
• Funded by 27 Demand and Supply organizations who benefit from standards and best practices
www.aslbislfoundation.org
Managed by
Lucille van der Hagen Managing Director
Mark Smalley Global Promotion
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ASL & BiSL ‘Users’
Trainers & Consultants
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“APMG wants to expand interest in the schemes to a wide international audience” Richard Pharro
March 23, 2012
“Our network of Accredited Training Organisations extends around the globe
and they work with other compatible frameworks such as ITIL® and ISO/IEC
20000, so ASL and BiSL will be an exciting new product for them”
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USA
UK
Belguim
Germany
India
France
Australia
Italy
FinlandCanadaSpainSw eSw iRus
Web traffic • 21% outside NL
• 121 countries
• Top 14 countries
Global interest & adoption
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Global interest & adoption
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Language Site Books Glossary Exams
Dutch
English
German ASL ASL
Spanish BiSL
Portuguese BiSL
Global interest & adoption
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IT Paradigmology
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IT Paradigmology
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Info Syst
User Org
IT Org
Positioning BiSL
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Info Syst
User Org
IT Org
Positioning BiSL
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Info Syst
User Org
IT Org
Positioning ASL
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ITIM
AM
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Man
ag
em
en
t O
pera
tio
ns
Str
ate
gy
ASL Framework
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Man
ag
em
en
t O
pera
tio
ns
Str
ate
gy
ASL Framework
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Info Syst
User Org
IT Org
Positioning BiSL
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IT Org ITIM
BIM
AM
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ITIL ® V3 & BiSL www.aslbislfoundation.org (white papers) or www.best-management-practice.com
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ISO 20000 & BiSL
ITIL & BiSL
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• BiSL describes responsibilities of the Business and aims primarily to guide the Business
• ITIL describes part of BiSL’s domain in order that IT Service Providers have better understanding of the Business’ role
• Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business, BiSL and ITIL can be regarded as complementary frameworks
Conclusion: ITIL & BiSL are complementary frameworks
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Shows how to
• Ensure that the business gets the information that it needs
• Acquire and manage IT services effectively and efficiently, from a demand (business) perspective
Process framework, best practices, training & qualification (APMG) program, priSM accreditation, publications with guidance, knowledge network
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BiSL
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Direct information
strategy
Change functionality
Support users
Financial
management
Demand
management
Contract
management
Govern information
management
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BiSL Framework
Manage information management
Man
ag
em
en
t O
pera
tio
ns
Str
ate
gy
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Planning and
resource management
Financial
management
Demand
management
Contract
management
Operational
supplier
management
Business data
management
End user
support
Infor-
mation
coor-
dination
Use management cluster Functionality management cluster
Specify
information
requirements
Design non-
automated
info. systems
Prepare
transition
Review
and testing
Establish
bus. process
developments
Information strategy cluster
Strategic
supplier
management
Strategic
info. partner
management
I-organization
strategy
Strategic user
relationship
management
I-organization strategy cluster
Information
lifecycle
management
Establish
info. chain
developments
Establish
technological
developments
Change-
management
Transition
management
Information
portfolio
management
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BiSL Framework
Man
ag
em
en
t O
pera
tio
ns
Str
ate
gy
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IT Continual service
improvement 7-step improv.plan
Business strategy
Business management
Business projects
Business operations
End user support
Business data mgmt
Operational supplier mgmt
Change mgmt
Specify information requirements
Design non-automated info. syst.
Review and testing
Prepare transition
Transition mgmt
Planning and resource mgmt
Financial mgmt
Demand mgmt
Contract mgmt
Establish business process dev.
Establish information chain dev.
Establish technological developments
Information lifecycle mgmt
Information portfolio mgmt
Information coordination
Strategic supplier mgmt
Strategic user relationship mgmt
Strategic info. partner mgmt
Define I-organization strategy
Service operation Event mgmt
Incident mgmt Request fulfilment
Problem mgmt Access mgmt
Service transition Trans.plan.& supp. / Change mgmt
Service asset and configuration mgmt Release and deployment mgmt Service validation and testing
Change evaluation / Knowledge mgmt
Service design Design coordination
Serv.cat.mgmt / Serv.level mgmt Availability mgmt / Capacity mgmt
IT service continuity mgmt Info.security mgmt / Supplier mgmt
Service strategy Strategy mgmt for IT services
Service portfolio mgmt Financial mgmt for IT services
Demand mgmt Business relationship mgmt
BiSL for Demand
ITIL for Supply
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Positioning of Information Management as a business responsibility
Business-side goals, activities and results; demarcation business & IT
Interfaces between business & IT
Relationship with the users
Strategic use of information and IT
Business cases, cost/benefit mgmt
Specification, procedures, acceptance and training
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BiSL addresses key issues for IT executives
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• How much do our systems cost – is that normal?
• Are the systems being used properly?
• What do the users think about our systems?
• What are business needs, now and in the future?
• How much budget is available and are we making justifiable investments?
• Do the systems have business owners?
• Do we have clear agreements with IT?
• Does IT give us enough strategic value?
Sanity checklist for the business
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• Business managers who are concerned about innovation, revenue, reputation and costs due to poor information and/or low value from their IT department
• IT (Service) Managers and practitioners who want to help the business with these challenges
– Better alignment/integration of their services with the business
– Support the business with business responsibilities
BiSL for
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Summary
● Sense of urgency around business IT alignment
● Information management is a crucial business responsibility
● BiSL provides demand-side guidance for the business for information management
● ASL provides supply-side guidance for application management
● Both interface with each other and ITIL etc
● Guidance is freely available and supported by the not-for-profit ASL BiSL Foundation and partners
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White papers & publications (www.aslbislfoundation.org):
• IT Spring
• Reinvent IT Service Management
• Information Management & my Demand-Supply Fetish
• IT is from Flatland, Business is from Spaceland
• BiSL Management Guide (book + free pdf version)
• BiSL, A Framework for Business Information Management (book)
• OGC white paper ITIL & BiSL
• ASL Management Guide (book + free pdf version)
• ASL 2, A Framework for Application Management (book)
• OGC white paper ITIL & BiSL
Additional material
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Tomorrow
● Download the free ASL & BiSL Management Guides and more from www.aslbislfoundation.org
● Evaluate your position on the IT value chain
● Do the sanity check with the business
● Embrace Occupy IT
● Link up and keep in touch @marksmalley &
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1. Eggs 2. Money 3. People 4. Conversation Ask the client!
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Tomorrow
● Download the free ASL & BiSL management guides and more from www.aslbislfoundation.org
● Evaluate your position on the IT value chain
● Do the sanity check with the business
● Embrace Occupy IT
● Link up and keep in touch @marksmalley &
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