Mark Smalley, IT Paradigmologist @marksmalley & mark ... T-Shaped ASL BiSL v02x.pdf · 1 June 2013...

1 June 2013

Become a valuable T-shaped professional with ASL & BiSLwith ASL & BiSL

Mark Smalley, IT Paradigmologist

@marksmalley &mark smalley@aslbislfoundation org

1

[email protected]

AgendaAgenda

● Context of IT Management, including trends● Successful trio of frameworks: ● BiSL® for ‘business information management’● ASL2® for application management● ITIL® for IT infrastructure management & ITSM

● Overview of ASL2®● Overview of BiSL® ● Overview of BiSL® ● Additional information resources

itSMF Singapore 2013 Annual Conference - Value of ITSMitSMF Singapore 2013 Annual Conference - Value of ITSM2

Questions& t& comments

● Please send your questions and t d i th t ticomments during the presentation

● After each of the 3 major sections there will be time to address these


IT ParadigmologistIT Paradigmologist)

S ll IT

ss (%

Smalley.IT

ppin

es Paradig

Hap

gmologiist

itSMF Singapore 2013 Annual Conference - Value of ITSM4

Big IT PictureBig IT Picture

ITUser Demand ITOrg

User Org

Demand

gg

SupplyUse Info

pp y

Syst

5

Big IT PictureBig IT PictureQuality of dialogue and

l ti hi

ITUser Demand

relationshipB&IT?Demonstrate

governanceDelivering(innovative)IT

OrgUser Org

Demandgovernanceof I&T?

(innovative)value?gg

SupplyUse Info

IS beingused well

h?

IT changingIS quickly

h?pp y

SystFunctionality?Performance?

enough? enough?

Security?6


ITUser Demand ITOrg

User Org

Demand

gg

SupplyUseInfo

SupplyUse Syst

7

Information S tSystems

Information & TechnologyDataSoftware

WisdomKnowledge Information & Technology Software

HardwareInformationData A

Info

Applic

Infras

Syst

cationstructu

8

sure

Information & T h lTechnology

Information & TechnologyDataSoftware

WisdomKnowledge

A

Information & Technologyare Business Assets

th t l l i t t i d

SoftwareHardwareInformation

Data Applic

Infras

that are closely intertwinedbut have different characteristics cation

structu

and need to be managed in their own right

sure

9

Application ‘objects’t b dto be managed

The application &ppit’s implementation &

it’s useit s use

InfoSyst

10

OrganizationsOrganizations

ITUser ITOrg

User Org gg

Values & Goals & StrategyValues & Goals & StrategyPeople & Knowledge & Skills

Processes & ActivitiesProcesses & ActivitiesRoles & Responsibilities

R l ti hi & A tRelationships & Agreements11

ResponsibilitiesResponsibilities

ITUser ITOrg

User Org gg

DataWisdom

Information & TechnologyDataSoftwareHardware

KnowledgeInformation HardwareData

12


ITUser ITOrg

User Org gg

S l f IT iD d f d Supply of IT servicesCommunication of

b fit t d i k

Demand for and use of information and

t h l benefits, costs and riskstechnology

13


S l f IT iD d f d Supply of IT servicesCommunication of

b fit t d i k

Demand for and use of information and

t h l benefits, costs and riskstechnology

14

IT Strategy

IT SupplyBusinessBus. Info. Mgmtincl. IT Demand Mgmt

BusinessStrategy Information

Strategy

IT Strategy

ApplicationStrategy

ServiceStrategyStrategy Strategy Strategy

BiSL ASL ITIL

Business Functionality

IT Projects & Releases

Application ServiceProjects

Functionality Management

ppMaintenance & Renewal

Design & Transition

IT Operations

BiSL ASL ITIL

BusinessOperations

UsageManagement

ApplicationSupport

ServiceOperation

IT Services15

B I f M tBus.Info.Mgmt

“The means by which an organization efficiently plans, collects, organizes, uses, controls, disseminates and disposes of its , p

information, and through which it ensures that the value of that information is identifiedthe value of that information is identified

and exploited to the fullest extent.”

Queensland Government Information Management Policy Definitions December 2009 version 1 0 1Definitions, December 2009, version 1.0.1

16

B I f M tBus.Info.Mgmt

“A corporate responsibility that needs to be addressed and followed from the most senior levels of management to the front line worker.g

Organizations must be held and must hold their l t bl t [ ] [ ]employees accountable to […] manage […]

information appropriately and responsibly.”

Association for Information and Image Management (AIIM) What is Information Management?

17

D fi iti f BIMDefinitions of BIM

About exploiting valueCorporate responsibility

Technology is not mentioned, b t t h l i l hbut technological progress has

fuelled the information revolution

18

Symptomsf BIMof poor BIM

Wrong interpretation bad decision-makingTime wasted using information systems

IT budget wasted on wrong thingsIT budget wasted on wrong thingsDelayed business projectsCompetitive disadvantage

Compliance issuesCompliance issues

Business not in controlBusiness not in control19

ITUser Demand ITOrg

User Org

Demand

gg

SupplyConsumptionInfo

pp yp

Syst

20

Demand ITSM Architecture Project Internal SecurityDemand& Use

ITSM(supply)

Architecture ProjectManagement

InternalControl

SecurityEGIT

COBIT 5 vs BiSL

Relationship: nisation

ategy

mation

dina

tion

mation

ategy

agem

ent

cesses

nagemen

t

necting

cesses

tion

ality

gemen

t

px = weak

xxxx = strong I‐orga

str a

Infor

coord

Infor

str a

Man

aproc

Use m

an

Conn

proc

Funct

man

a

EDM E l t Di t d M it x xEDM Evaluate, Direct and Monitor x x xAPO Align, Plan and Organise x xx xxxBAI Build, Acquire and Implement xx x xx xxxxDSS Deliver Service and Support xx

21

DSS Deliver, Service and Support xxMEA Monitor, Evaluate and Assess

21

TraditionalTraditional IT value chain

EnterpriseEnterprise

Bus.ITExt.IT serv CustomerManuf.

dept.dept.IT servprov CitizenIT comp.

22 22

DisruptiveDisruptivepower shiftp

Enterprise

Bus.Ext.IT serv CustomerManuf.

Enterprise

dept.IT servprov CitizenIT comp.

ITdept.

23 23

TensionTension

Enterprise


Enterprise


ITdept.

24 24

Capability shiftCapability shift

Enterprise

Ext.IT serv CustomerManuf.

Enterprise

Bus.IT servprov CitizenIT comp. dept.

ITdept

26 26

DisruptedDisruptedITSM Career?

ClassicITSM

EnterpriseEnterprise



ITdept

‘Business‘ITSMITSM’logistics’

27 27


ITUser Demand ITOrg

User Org

Demand

gg

I f Supply

Info &Use pp y&

Tech28

Questions and t b tcomments about

the introduction?the introduction?


ASL2® & BiSL®ASL2® & BiSL®

• Process frameworks; first initiative in 1996• Owned by not-for profit ASL BiSL Foundation (NL)

• Collaboration with other membership org’sp g• Based on industry best practices• Recognized as ITIL complimentary qualifications• Recognized as ITIL complimentary qualifications• ASL ‘adopted’ by NEN and ISO (16350)• Training by accredited training organizations• Certification by APMG; books by Van Haren Publ.

itSMF Singapore 2013 Annual Conference - Value of ITSMitSMF Singapore 2013 Annual Conference - Value of ITSM

y ; y• Most publications and knowledge free of charge30

ASL2®St t tStatements

• Complexity is growing strongly and IT Services di if iare diversifying

• Specialization and other trends lead to multiple supplier service delivery for customers

• Integration of IT services is becoming the issue g gand depends on clearly defined interfacing

• ASL can be used forASL can be used for • Management of individual ‘service components’ • Integration of multiple service components


• Integration of multiple service components31

“Diversity”Diversity

● Are your information systems heavy-d t t i li ht i ht t ?duty trains or light-weight scooters?

● Do you have appropriate policies, processes and practices for each category?

● Your landscape is hybrid● So build your new citySo build your new city

within the old city

Source: Capgemini 32

Integrated i d liservice delivery

and ‘service team’and service teamITUser Demand

MgmtS

AMITOrg

User Org

Demand

Users

BIMServTeam

ITIMgg

SupplyUseInfo

SupplyUse Syst


IT Strategy



Strategy

IT Strategy

ApplicationStrategy


BiSL ASL ITIL






Design & Transition

IT Operations

BiSL ASL ITIL

BusinessOperations

UsageManagement

ApplicationSupport

ServiceOperation

IT Services34

Levels, perspectives & process clusters

Services Application

Strategicg

Managing

Operational

35

Process within clusters


Strategicg

Managing

Operational

36

Application support


Strategicg

Managing Are the applications running and working properly?running and working properly?

Operational

37

Application maintenance and renewal


Strategicg

Managing How will the applications be modified to suit changing demands?to suit changing demands?

Operational

38

Connecting processes


Strategicg

Managing How are support, and maintenance and renewal of applications synchronized?renewal of applications synchronized?

Operational

39

Management processes


StrategicgAre activities performed according to goals, agreements and strategies?

Managing

Operational

40

Application strategy


Strategicg

Managing How will the application landscape evolve to fulfill long-term needs?evolve to fulfill long-term needs?

Operational

41

Application management organization strategy


Strategicg

Managing How will application management be positioned and organized in the future?positioned and organized in the future?

Operational

42

ASL2® E l b t tiExample best practice

Service level agreementService level agreement


43

ASL & ITILhttp://best-management-practice.com/

Knowledge-Centre/White-Papers



ASL2®?ASL2®?


BiSL®St t tStatements

• Organizations depend on information systems• Information management is critically important• Essential to be in control of IT outsourcingg• Complex organizations have varied demands –

BIM bridges business and ITBIM bridges business and IT• BIM helps to deal with rapid change in

organizations and their requirementsorganizations and their requirements• Operations and strategy must be linked


• BiSL is a generic framework for BIM46

IT Strategy



Strategy

IT Strategy

ApplicationStrategy


BiSL ASL ITIL






Design & Transition

IT Operations

BiSL ASL ITIL

BusinessOperations

UsageManagement

ApplicationSupport

ServiceOperation

IT Services47

Levels, perspectives & process clusters

Use and structure Content

Informationstrategy

I-organization strategyStrategic

Information coordination strategystrategyg coordination

Financialmanagement

Demandmanagement

Contract managementManagement processesManaging

Functionality management

Use management

Connecting processesOperational

48

Processes within clusters

Information strategyStrategicsupplier

I-organization strategyEstablish info chain

Establishtechnological

Infor-mationcoor-

di ti

management

DefineI-organization

strategy

Strategic userrelationship

management

Informationlifecycle

t

info. chain developments

technologicaldevelopments

Informationportfolio

tStrategic

dination

Establishbus. process developments

Strategic info. partnermanagement

strategymanagement management managementg

Financialmanagement

Demandmanagement

Contract managementManaging Planning and

resource management

Business dataEnd user Specify information

Design non-automated

Change-management

Operational supplier

managementsupport information requirements

automated info. systems

Preparet iti

Review d t ti

Operationalsupplier

management

Use management Functionality management

transition and testingTransition

management 49

Roles are often informal

Strategicsupplier Establish

info chainEstablish

technological

Information strategyI-organization strategy

Infor-mationcoor-

di ti

management


strategy


management


t




t

In line with policyCIO dination



strategymanagement management managementCIOInformation manager

Financialmanagement

Demandmanagement

Contract management

ManagingProduct manager

System ownerPlanning and

resource management



Change-management

O ti l

System owner




Preparet iti

Review d t ti

OperationalKey userBusiness

information suppliermanagement

Use management Functionality management

transition and testingTransition

management

information administrator 50

Use management


info chainEstablish

technological

Infor-mationcoor-

di ti

management


strategy


management


t




tStrategic

dination



strategymanagement management managementg

Planning and resource management

Financialmanagement

Demandmanagement

Contract managementManaging

Is the operational information provisioning used and managed efficiently?



Change-management

used and managed efficiently?




Preparet iti

Review d t ti

Operationalsupplier

management transition and testingTransition

management 51

Functionality management


info chainEstablish

technological

Infor-mationcoor-

di ti

management

defineI-organization

strategy


management


t




tdination



strategymanagement management management


Financialmanagement

Demandmanagement

Contract management

What form will information provision take in the near future?



Change-management

take in the near future?




Preparet iti

Review d t tisupplier


management 52

Connecting processes


info chainEstablish

technological

Infor-mationcoor-

di ti

management


strategy


management


t




tdination





Financialmanagement

Demandmanagement

Contract management

Why and how do we change information provision?



Change-management

information provision?




Preparet iti



management 53

Management processes


info chainEstablish

technological

Infor-mationcoor-

di ti

management

defineI-organization

strategy


management


t




tH d i f tidination



strategymanagement management managementHow do we manage information provision?

Financialmanagement

Demandmanagement

Contract management




Change-management




Preparet iti



management 54

Information strategy


info chainEstablish

technological

Infor-mationcoor-

di ti

management


strategy


management


t




tdination





Financialmanagement

Demandmanagement

Contract management

What will information provision look like in the future?



Change-management

look like in the future?




Preparet iti



management 55

I-organization strategy


info chainEstablish

technological

Infor-mationcoor-

di ti

management


strategy


management


t




tdination





Financialmanagement

Demandmanagement

Contract management

How is business information management organized?



Change-management

management organized?




Preparet iti



management 56

Connecting processes – strategic level


info chainEstablish

technological

Infor-mationcoor-

di ti

management


strategy


management


t




tdination





Financialmanagement

Demandmanagement

Contract management

How are (semi-)autonomous Information plans optimized?



Change-management

Information plans optimized?




Preparet iti



management 57

BiSL® E l b t tiExample best practice

Process descriptionProcess descriptionDesign non-automated information systems


58

BiSL & ITILhttp://best-management-practice.com/

Knowledge-Centre/White-Papers


BiSL forITIL for

Define I organization strategyService strategy

DemandSupply

Businessstrategy

Information coordination

Strategic supplier mgmtStrategic user relationship mgmtStrategic info. partner mgmtDefine I-organization strategyService strategy

Strategy mgmt for IT servicesService portfolio mgmt

Financial mgmt for IT servicesDemand mgmt

Business relationship mgmt

Establish business process dev.Establish information chain dev.Establish technological developments

f l f lInformation portfolio mgmt

Information coordinationService design

Design coordinationServ.cat.mgmt / Serv.level mgmtAvailability mgmt / Capacity mgmt

IT service continuity mgmtInfo.security mgmt / Supplier mgmt

ITContinualservice

improvement7-step improve plan

Businessmanagement

l dFinancial mgmt

Demand mgmtContract mgmt

Information lifecycle mgmt

7 step improve.plan

BusinessprojectsD i t t d i f t

Review and testingPrepare transition

Transition mgmt

Planning and resource mgmt

Service transitionTrans.plan.& supp. / Change mgmt

Service asset and configuration mgmtRelease and deployment mgmt

projects

Business Business data mgmt

Operational supplier mgmt

Change mgmtSpecify information requirements

Design non-automated info. syst.

Service operationEvent mgmt

Incident mgmt

Service validation and testingChange evaluation / Knowledge mgmt

operationsEnd user support

Business data mgmtRequest fulfilmentProblem mgmtAccess mgmt

60 60

BiSL helpsBiSL helps…

Role Pain CauseBusiness managers Delays and costs, Poor (use of) gProcess ownersBusiness analystsInformation managers

yreputation damage, compliancy risks,missed revenue

( )information and technology

Information managers missed revenue

Project managers Delayed sign-off, IT deliverables notProject managers Delayed sign off,poor professional reputation

IT deliverables not embedded in business processes

IT (service) managersFront line IT practitioners

Dissatisfied users / business feeling

Misalignment of IT with the businessFront-line IT practitioners

IT consultantsbusiness, feeling misunderstood

with the business

Bottom lineBottom lineBenefits Hospital Mental healthBenefits Hospital Mental health

service provider

Corporate governanceCorporate governance

Business involvement

Decision-making

Resource allocation

Project after-care

Business satisfactionBusiness satisfaction

Supplier management

D t i t ti & itData registration & security

Business process efficiency

The T-shaped f i lprofessional

• Increasing number of i li d ti Understanding ofspecialised parties

• Interfaces are crucial

Understanding of multiple fields

• Important to understanding of

ding fie

ld

gneighbours’ fields

• T-shaped professionals epth

oer

stan

mar

y

T shaped professionals bridge the gap D

unde

of p

ri



BiSL® andBiSL® and any other topics?any other topics?


Additional i f tiinformation resourcesresources

Free publications, best practices and newsletter www.aslbislfoundation.org & @aslbislg @

Certification & list of Training Organizationsg gwww.apmg-international.com

Bookswww.vanharen.net


Thi ill iThings will improve.They just might improve without you.y j g p y

Chris Dancy@ServiceSphere


Please keep in touchPlease keep in touch

[email protected]@ gwww.linkedin.com/in/marksmalley

@marksmalley on Twitter@ y

Smalley.ITy


Mark Smalley, IT Paradigmologist @marksmalley & mark ... T-Shaped ASL BiSL v02x.pdf · 1 June 2013...

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Transcript of Mark Smalley, IT Paradigmologist @marksmalley & mark ... T-Shaped ASL BiSL v02x.pdf · 1 June 2013...