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1. How to rearrange the
deck chairs on the Titanic
Mark Smalley, IT Paradigmologist
@marksmalley &
mark.smalley@aslbislfoundation.org
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2. Speaker’s challenge!
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3. Speaker’s challenge!
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4. Speaker’s challenge!
#APMG_Inter
@marksmalley
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5. Agenda
• 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
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6. Project Chicken
A
H
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7. H
P
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8. P
W
C
Project ‘Chicken’ 2012
60th Wedding Anniversary 2008 8

9. 9

10. 10

11. 11

12. What was the
outcome of
Project
Chicken?
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13. Mark Smalley
IT Paradigmologist
marksmalley @
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14. Happiness is U-shaped
Andrew Oswald
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15. Line of Everything
Charles Handy
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16. Line of Everything
Charles Handy
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3
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17. How to rearrange the
deck chairs on the Titanic
Mark Smalley, IT Paradigmologist
@marksmalley &
mark.smalley@aslbislfoundation.org
17

18. How to rearrange the
deck chairs on the Titanic
Mark Smalley, IT Paradigmologist
@marksmalley &
mark.smalley@aslbislfoundation.org
18

19. How to rearrange the
deck chairs on the Titanic
Mark Smalley, IT Paradigmologist
@marksmalley &
mark.smalley@aslbislfoundation.org
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20. How to rearrange the
deck chairs on the Titanic “Technology is too
important to the business
Mark Smalley, IT Paradigmologistengaged and IT
not to be
does not understand the
@marksmalley & business well enough to
be left to its own devices”
mark.smalley@aslbislfoundation.org
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21. 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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22. • “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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22

23. Key issues for IT executives
Forrester report why ITSM framework implementations fail
• 52% resistance to change
• 29% lack of business interest & involvement
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24. 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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25. Key issues for IT executives
“IT doesn’t understand
the business, but the business’
understanding of IT
 Business & IT productivity is even worse”
 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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26. 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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27. Key issues for IT executives
 Business & IT productivity
 IT and Business alignment
Growing importance,
 Business agility &
& dependency
speed to market
 Business process
management & reengineering
 IT cost, reliability & efficiency
and security
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28. 28

29. There’s only value in IT
if it enables organizations
to survive and succeed
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30. Key issues for IT executives
 Business & IT productivity
 IT and Business alignment
Growing importance,
 Business agility &
& dependency
speed to market
 Business process
management & reengineering
 IT cost, reliability & efficiency
and security
Increasing impact
ITSM = strategic capability Poor ability to execute
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31. Key issues for IT executives
 Business & IT productivity
 IT and Business alignment
Growing importance,
 Business agility &
& dependency
speed to market
 Business process
management & reengineering
 IT cost, reliability & efficiency
and security
Increasing impact
ITSM = strategic capability Poor ability to execute
CIO needs #5: Leadership development & staff training
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32. Source: www.dilbert.com
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33. 33
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34. Who do we need?
Hero Leader
Professor
Inspired by Stephen Mann
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35. World-wide
ABC of ICT Surveys
Paul Wilkinson
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36. World-wide
ABC of ICT Surveys
Paul Wilkinson
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37. Prague Spring 1968
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38. Arab Spring 2011
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39. Helsinki Spring 2011
“Angry Young Finns”
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40. IT Spring – Occupy IT
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41. IT Spring – Occupy IT
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42. IT Spring – Occupy IT
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43. Smalley is revolting
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44. Service Level Disarmement
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45. Service Level Disarmement
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46. Conclusions
● Business depends on information & IT
● IT is a strategic capability
● IT is still underperforming
● Polishing the inside of the kettle isn’t enough
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46

47. Conclusions
● 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
47 responsibility for governing IT
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48. Conclusions
● 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 ABC of ICT
● Demand-side IM processes BiSL
● IT organizations need credibility Value model
● Business managers must take their BiSL
48 responsibility for governing IT
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49. Value model
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50. 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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51. 51

52. • 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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53. • Not-for-profit, Vendor-independent, Public domain
organization, founded in 2002 in the Netherlands
Governed by
• Frameworks & best practices are freely available
• Professional association for Information
Achmea
Management and Capgemini NL
Application Management
Dutch Ministry of Defense
• Advance professionalization of IT from both a
Dutch Tax and Customs Administration
business and an IT perspective
Ordina
• Funded by 27 Demand and Supply organizations
Quint Wellington Redwood
who benefit from standards and best practices
www.aslbislfoundation.org
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54. • Not-for-profit, Vendor-independent, Public domain
organization, founded in 2002 in the Netherlands
Managed by
• Frameworks & best practices are freely available
• Professional association for Information
Lucille van der Hagen
Management and Application Management
Managing Director
• Advance professionalization of IT from both a
business and an IT perspective
Mark Smalley
Global Promotion
• Funded by 27 Demand and Supply organizations
who benefit from standards and best practices
www.aslbislfoundation.org
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55. Trainers &
Consultants
ASL & BiSL
‘Users’
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56. 56
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57. “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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58. Global interest & adoption
Spain e wRus
Canada
Sw S i
Finland
Italy
Web traffic Australia
France
• 21% outside NL India USA
• 121 countries Germany
• Top 14 countries
Belguim
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UK 58

59. Global interest & adoption
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60. Global interest & adoption
Language Site Books Glossary Exams
Dutch    
English    
German ASL ASL
Spanish BiSL
Portuguese BiSL
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61. IT Paradigmology
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62. IT Paradigmology
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63. Positioning BiSL
IT User
Org Org
Info
Syst
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64. Positioning BiSL
IT User
Org Org
Info
Syst
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65. Positioning ASL
AM
IT User
Org
ITIM Org
Info
Syst
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66. Operations Management Strategy
ASL Framework
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67. Operations Management Strategy
ASL Framework
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68. Positioning BiSL
AM
IT User
BIM
Org
ITIM Org
Info
Syst
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69. ITIL ® V3 & BiSL
www.aslbislfoundation.org (white papers)
or www.best-management-practice.com
ITIL & BiSL
ISO 20000 & BiSL
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70. Conclusion: ITIL & BiSL are
complementary frameworks
• 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
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71. BiSL
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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72. BiSL Framework
Govern Direct
Strategy
information information
management strategy
Management
Manage information management
Financial
management
Demand
management
Contract
management
Operations
Support Change
users functionality
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73. BiSL Framework
I-organization strategy cluster Information strategy cluster
Strategic
Establish Establish
supplier
info. chain technological
management
developments developments
Strategy
Infor-
Strategic user
I-organization mation Information Information
relationship
strategy coor- lifecycle portfolio
management
dination management management
Strategic
Establish
info. partner
bus. process
management
developments
Management
Planning and Financial Demand Contract
resource management management management management
Change-
management
Operations
Specify Design non-
End user Business data
information automated
support management
requirements info. systems
Operational
Prepare Review
supplier
transition and testing
management
Transition
management
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Use management cluster Functionality management cluster 73

74. ITIL for BiSL for
Supply Demand
Service strategy Define I-organization strategy
Strategy mgmt for IT services
Service portfolio mgmt
Strategic info. partner mgmt
Financial mgmt for IT services Strategic user relationship mgmt
Demand mgmt
Business relationship mgmt
Strategic supplier mgmt Business
strategy
Information coordination
Service design Establish technological developments
Design coordination
Serv.cat.mgmt / Serv.level mgmt Establish information chain dev.
Availability mgmt / Capacity mgmt Establish business process dev.
IT service continuity mgmt
Info.security mgmt / Supplier mgmt Information portfolio mgmt
Information lifecycle mgmt
Continual Contract mgmt
IT service
improvement
7-step improv.plan
Demand mgmt
Financial mgmt
Business
management
Planning and resource mgmt
Service transition Transition mgmt
Trans.plan.& supp. / Change mgmt Prepare transition
Service asset and configuration mgmt
Release and deployment mgmt
Review and testing Business
Service validation and testing Design non-automated info. syst. projects
Change evaluation / Knowledge mgmt
Specify information requirements
Change mgmt
Service operation
Event mgmt Operational supplier mgmt
Incident mgmt Business
Request fulfilment Business data mgmt
operations
Problem mgmt End user support
Access mgmt
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75. BiSL addresses
key issues for IT executives
 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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76. Sanity checklist
for the business
• 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?
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77. BiSL for
• 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
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78. 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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79. Additional material
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
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80. 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 &
mark.smalley@aslbislfoundation.org
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81. 1. Eggs
2. Money
3. People
4. Conversation
Ask the client!
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82. 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 &
mark.smalley@aslbislfoundation.org
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