The business IT alignment illusion (itSMF, Antwerp, Mar 2010)
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Transcript of The business IT alignment illusion (itSMF, Antwerp, Mar 2010)
The Business IT Alignment Illusion
Remko van der Pols & Mark Smalley
Agenda
• BITA Illusion• Principles for organizing BITA • ASL (guidance for supply)• BiSL (guidance for demand)
• Please interrupt and participate!
Mark Smalley
“I help IT people market, sell and deliver Application Management”
• Director of International Affairs at ASL BiSL Foundation • Principal Consultant at Capgemini• Member Professional EXIN Group• Lecturer at Rotterdam, Brussels, Hangzhou• Author and Speaker (Europe, Australia, China,
Hong Kong, India, New Zealand, Singapore, USA)
CYO, Blind Monk, Maintert®ainer & IT Paradigmologist
Remko van der Pols
• Director and Managing Consultant at The Lifecycle Company
• Member of the Architectural Board at the ASL BiSL Foundation
• Author, Speaker and Lecturer
Illusory gap between business and IT
• IT people think there’s a gap
• "Business should do more with IT”
• Business is happy with how things are
• Otherwise they would have done something about it
• There is a gap but it’s not what IT people think it is
• IT is building the wrong bridge
Building Bridges
Business Island
ITIsland
Separate planets
Topic IT BusinessIT IT=OK,
Business=OKNot my biggest
problemReduce
uncertainty byOne perfect
solutionVarious
strategies Driver Utopia Survival
Dimensions One ManyDecision-
makingRational Intuitive
World Static Dynamic
Separate planetsI see a gap between
business & IT
I see a gap between
business & IT
We need a practical bridge
We need a logical bridge ,
Captain
Decision makingThe Trouble Triangle
Costs
Trouble
Benefits
Separate planets
• Unbridgeable core values
• IT has retreated into“Tell us what you want us to do” (then it’s your fault if something goes wrong)
• So Business is in the lead
• Business has got to learn how to deal with IT people– 1 dimensional IT people can’t see in more
dimensions– They pay so it’s their say
• Bad news for IT – Business rules IT!
Organizing Demand & Supply
• Business rules ITDemand & Supply model
• Demand driven means demand driven Segmentation and fragmentation
Multi tool, multi supplier, multi everything
• Interactions and relationships are key
• Demarcation: What versus How
IT Management Paradigm & Models
ITIL V3 BiSLASL
Application Services Library (ASL)
• Guidance for Application Management (Supply)
• Process model• Best practices• Community of Knowledge
• Supported by the not-for-profit, vendor-independent, public domain ASL BiSL Foundation
• www.aslbislfoundation.org
Application Services Library
• Dutch standard NEN 3434 for AM is based on ASL
• NEN 3434 currently being ‘fast-tracked’ to ISO/IEC 26500; announcement expected May 2010
Application Services Library
16
How do I deliver my services?
What kind ofAM shop
do I want to be?
What kind ofAM shop
do I want to be?
How do I manage and improve my services?How do I manage and improve my services?
Business: Costs, Risk,Benefits
Customer satisfaction Back-to-back contracts Quality management
Supplier’s perspective Rapidly changing world Repositioning Collaborate vs control Proactive, innovative Strategic alignment
Application Services Library
Change
Bus
ines
s
Operations
Bus
ines
s
Strategy
Bus
ines
s
Business: Production,Costs, Revenue, Image
IT: Availability, Continuity Customer Service Proactive chain management Contingency
Business: Time to market,Costs, Revenue, Image
IT: Functionality, Releases Speed Quality
Business: Capital, Profit, RiskIT: Strategy, Architecture Business innovation Application Portfolio
Transformation Strategic dialogue
Business InformationServices Library (BiSL)
• Guidance for Business Information Management (Demand)
• Process model• Best practices• Community of Knowledge
• Supported by the not-for-profit, vendor-independent, public domain ASL BiSL Foundation
• www.aslbislfoundation.org
Business InformationServices Library (BiSL)
Day-to-day management to ensure execution of
the business
Keeping the information provisioning fit for the
business
Keeping time, money, business cases, progress, demand, contracts, suppliers, quality & expectations under control
Ensuring strategic alignment of
business & IT
Ensuring effective organization of
business information management
Man
agin
g an
d im
plem
entin
g ch
ange
s
Ens
urin
g al
ignm
ent o
f all
stra
tegi
c pl
ans
Management Summary
• Business and IT have to recognize and accept their differences in order to collaborate effectively
• Accept and respect ‘demand driven’
• Not uniform practices but customized practices
• IT people should try to imagine other dimensions