Information Management as the Strategic Business Counterpart that unlocks the Value of IT

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Information Management as theStrategic Business Counterpart that unlocks the Value of IT

Osaka, 31 October 2013

Mark Smalley, IT Paradigmologist

@marksmalley &

[email protected]

mailto:[email protected]

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Japanese Culture

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Japanese Culture - 文化

切切

私の謝罪

私の悪い謝罪のために私を深くお詫び申し上げ

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Haiku’s - 俳句

古池や蛙飛びこむ水の音

The ancient pond

A frog leaps in

The sound of the water.

Matsuo Bashō (1644-1694)

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Haiku - 俳句

Being in Japan,

I’m thinking about Haiku’s.

Haiku’s for IT.

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4 Seasons

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4 Generations

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1 Wife, 3 Children

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New House

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The Netherlands

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Hap

pin

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Manager

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Work is more fun than fun – Noël Coward

IT Paradigmologist

Smalley.IT

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Oslo

Stockholm

Minneapolis/ St Paul

Bratislava

London

Bangkok

Kuala Lumpur

Singapore

Gold Coast

Copenhagen

Malmö

Dallas

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Japan

Haiku’s - 俳句

Going to Japan

I’m thinking about Haiku’s

Haiku’s for IT

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Japan

Haiku’s - 俳句

Going to Japan

I’m thinking about Haiku’s

Haiku’s for IT

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Agenda

Demand-Supply-Use

Business Information Management

IS Organization Architecture

Business Information Services Library (BiSL)

Reinventing Yourself

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Profit

-

Business Goal Areas

Marketing / Sales / DeliveryAdministration / Management / Governance

Satisfaction & QualityProductivity & Predictability & Efficiency

Innovation & Agility

IT Benefits

Business Benefits Revenue

CostEmployees

Better functionality

Quicker delivery

Fewer/shorteroutages

More flexible

Cheaper

More productive

Resources

Organization

YourIT

initiative

Product

Customers

Suppliers

ProcessStakeholders Capital

IT Value Chain

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Architecture vs Design

Architecture Architecture

Design Design

Construction Object

Activity Artifact

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Design Design

Construction Object

Activity Artifact

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Design Design

Construction Object

Development

Maintenance

Architecture

Design

Construction

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A 1D

A DA

D

D

A

2

3

4

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IT Paradigmologist at work

What can you actually

change?

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IT Paradigmologist at work

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ITOrg

UserOrg

Demand

SupplyUse

InfoSyst

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ITOrgIT

DeptUserOrg

Demand

SupplyUse

InfoSyst

ITProv

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ITOrgIT

DeptUserOrg

Demand

SupplyUse

InfoSyst

Appl

InfraITS

M

ITProv

Ap

pl

In

fra

ITSM

2727

Change project

Incremental change

Current situation

Desired situation

Change =Architecture+Design+Construction

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USER ORGANIZATION• Values, mission &

vision• Products & services• Structure• Goals• Funding• Partners & suppliers• People• Habits & attachments• Knowledge & skills• Roles, rights &

responsibilities• Processes &

activities• Relationships &

agreements• Information• Workspace & facilities

INFORMATION SYSTEMS• Architectural principles• Design• Applications

• Data• Software

• Infrastructure (devices, networks, servers)• Data• Software• Hardware

• Procedures & instructions for usage, operation, maintenance

IT ORGANIZATION• Values, mission &

vision• Products & services• Structure• Goals• Funding• Partners & suppliers• People• Habits & attachments• Knowledge & skills• Roles, rights &

responsibilities• Processes &

activities• Relationships &

agreements• Information• Workspace & facilities

Scope of Change

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ITOrg

UserOrg

Demand

SupplyUse

InfoSyst

30

ITOrg

UserOrg

Demand

SupplyUse

InfoSyst

RelationshipAlignment

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YouTube – TheMrTubeX“Japanese Precision - Walk it

out!”

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UserOrg

Demand

SupplyUse

Infosyst

ITOrg

RelationshipAlignmentMis-

alignment

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What do your business people

think about your IT people?

What do your IT people

think about your business

people?

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Haiku - 俳句

Business and IT

don’t understand each other.

Serious problem.

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Who needs more help in your organization: business or IT?

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“IT doesn’t understand the business, but the business’

understanding of IT is even worse”

Prof. Jerry Luftman

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DataApps

Devices

Are your business departments struggling with I&T?

42itSMF Singapore 2013 Annual Conference - Value of ITSMitSMF Singapore 2013 Annual Conference - Value of ITSM

Demand-Supply-Use

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ITOrg

Assessment

UserOrg

Demand

SupplyUse

InfoSyst

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ITOrg

UserOrg

Demand

SupplyUse

InfoSyst

Innovation

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ITOrg

UserOrg

Demand

SupplyUse

InfoSyst

Speed

Innovation

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ITOrg

UserOrg

Demand

SupplyUse

InfoSystQuality

Speed

Innovation

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ITOrg

UserOrg

Demand

SupplyUse

InfoSystQuality

Speed

Innovation

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ITOrg

UserOrg

Demand

SupplyUse

InfoSyst

Use

Quality

Speed

Innovation

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ITOrg

UserOrg

Demand

SupplyUse

InfoSyst

Use

Quality

Speed

Innovation

Valuerealization

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ITOrg

UserOrg

Demand

SupplyUse

InfoSyst

Use

Value identification

Quality

Speed

Innovation

Valuerealization

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ITOrg

UserOrg

Demand

SupplyUse

InfoSyst

Use


Quality

Speed

Relationship

Innovation

Valuerealization

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Haiku - 俳句

Demand, supply, use.

Information lifecycle.

Very important.


Demand & Use = Information Management

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ITOrg

User Org

Demand

SupplyUse InfoSyst

Division ofResponsibilities

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ITOrg

Supply

IT Responsibilities

Guidance

InfoSyst

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User Org

Demand

Use

BusinessResponsibilities

InfoSyst

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User Org

Demand

Use

BusinessResponsibilities

InfoSyst


Relationship

Valuerealization


How valuable is the business’ asset ‘information’ for:o Survival?o Success?

Questions forthe business (1 of 3)

How valuable?


How effectively and efficiently does the business:o Specify their information needs?o Delegate the automated part to IT?o Organize the non-automated part? o Use information & technology?



How effectively and efficiently does the business:o Specify their information needs?o Delegate the automated part to IT?o Organize the non-automated part? o Realize value from information & technology?


How well?


Can the board demonstrate (governance) that they are managing information as a business asset?


Well, can they?

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3,6% work time wasted due to poor user training

= 9.2 Billion EUR (NL)- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Misinterpretation

costly decisions

IT budget spent on

wrong solutions/services

Delayed business projects

Missed opportunities

competitive disadvantage

Governance and compliance issues

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• Poorly trained users• Ill-informed managers and directors• Ineffective engagement of IT

departments/providers• Unclear roles & responsibilities for

management of demand and use of information & technology

Caused by

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• Users realize the intended value of information systems

• Managers and directors identify how I&T creates cheaper / better / more business

• Managers engage effectively with IT departments and providers

• Directors can demonstrate good governance of I&T as business assets

Desired situation

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Information Management

“The means by which an organization efficiently

plans, collects, organizes, uses, controls, disseminates and disposes of its information, and through which it ensures that the value of that

information is identified and exploited to the fullest extent.”

Queensland Government Information Management Policy Definitions, December 2009,

version 1.0.1

“A corporate responsibility that needs

to be addressed and followed from the most

senior levels of management to the front

line worker. Organizations must be held and must hold

their employees accountable to […] manage

[…] information appropriately and responsibly.”

Association for Information and

Image Management (AIIM) What is Information Management?

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“The means by which an organization efficiently

plans, collects, organizes, uses, controls, disseminates and disposes of its information, and through which it ensures that the value of that

information is identified and exploited to the fullest extent.”

Queensland Government Information Management Policy Definitions, December 2009,

version 1.0.1

“A corporate responsibility that needs

to be addressed and followed from the most

senior levels of management to the front

line worker. Organizations must be held and must hold

their employees accountable to […] manage

[…] information appropriately and responsibly.”

Association for Information and

Image Management (AIIM) What is Information Management?

ResponsibilityValue

Technology

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ITOrg

User Org

InfoSyst

Demand

SupplyUse


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InfoSyst

Demand

SupplyUse

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Business

Strategy

Business Projects

BusinessOperations

InformationStrategy

Functionality Management

UsageManagement

IT Strategy

IT Projects & Releases

IT Operations

ApplicationStrategy

ServiceStrategy

ApplicationMaintenance

& Renewal

ServiceDesign & Transition

ApplicationSupport

ServiceOperation

IT Services

IT SupplyBusiness

BiSL ASL ITIL

BiSL ASL ITIL

Bus. Info. Mgmt incl. IT Demand Mgmt

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Information

Strategy

Functionality Management

UsageManagement

BiSL

BiSL

72itSMF Singapore 2013 Annual Conference - Value of ITSM

BiSL®

Directinformation

strategy

Changefunctionality

Supportusers

Governinformation

Management

Manage information management

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BiSL®

Planning and resource management

Financialmanagement

Demandmanagement

Contract management

Operational supplier

management

Business datamanagement

End usersupport

Infor-mationcoor-

dination

Use management cluster Functionality management cluster

Specify information

requirements

Design non-automated

info. systems

Preparetransition

Review and testing

Establishbus. process developments

Strategicsupplier

management

Strategic info. partnermanagement

I-organizationstrategy

Strategic userrelationship

management

I-organization strategy cluster

Informationlifecycle

management

Establish info. chain

developments

Change-management

Transitionmanagement

Informationportfolio

management

Man

agem

ent

Op

erat

ion

sS

trat

egy

Information strategy cluster

Establishtechnologicaldevelopments

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Training and certification scheme

• Foundation level

• 2-day training• 40 multiple

choice

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Haiku - 俳句

Although I told you,

you don’t follow the process.

I don’t understand.

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Action plan & Tools

Effective use of BiSL means• (Self) assess BIM processes

+ define improvement areas• Define and assign key roles

and responsibilities• Train and certify people in

key roles• Improve critical processes

and relationships• Monitor results and re-assess

from time to time

Supported by• Self-assessment guide• Consultants• BiSL Foundation training

by APMG ATO’s• Certification by APMG• Events, best practices

and other free publications at the ASL BiSL Foundation

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Benefits for user organizations

• Higher ROI in information systems

• Easier interaction with IT people

• Demonstrate management of the business asset ‘information’

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Investment in ‘Business Information Management’

results in

Dutch Police Force with many ‘autonomous’ districts

Better policing of persistent offenders

Large Dutch government organization that relies heavily on correct information:

More efficient management of information

Large insurance company with many mergers and acquisitions

Improved enterprise agility

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Investment in ‘Business Information Management’

results in

A mental health service provider achieved improvements in• Corporate governance• Data registration & security• Business process

efficiency• Business involvement• Decision-making• Resource allocation

A hospital achieved improvements in• Business process

efficiency• Business involvement• Decision-making• Resource allocation• Project after-care• Business satisfaction• Supplier management

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Benefits for trainers and consultants

• 20% of the ITIL® market• High value product• Cross-selling

opportunities

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Difference with other frameworks

• Guidance for demand and use of I&T, not supply

• Complementary with ITIL®, COBIT®5 etc.

ITIL® is a registered trademark of AXELOS

COBIT® is a registered trademark of ISACA

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ArtifactLifecycle phase

Business InformationIT ServicesAppl / Infra

Architecture & Design

Realization & Implementation

Operations & Support

TOGAF

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BiSL

Positioning BiSL

BABOK

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Haiku - 俳句

Business people want

more R.O.I. from IT.

They need BiSL.

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itSMF USA

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itSMF USA Practitioners:

.• “Information Management asked the right questions and helped IT make the plan quickly”

• “Information Management has crucial information to solve the whole puzzle: IT cannot do it without Information Management”

• “Information Management interprets the business into IT”

• “We got out of our silo and talked about what it meant for the business”

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itSMF USA Board Members:

.• “Changing business climates and increased technical capabilities are driving the need for a new relationship between the Business and IT”

• “Understanding the concepts behind Business Information Management will be a key future foundation for anyone involved in Service Management”

• “Business Information Management provides a new and unique framework (BiSL) to successfully position that changing relationship”

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Reinventyourself

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IT Paradigmologist

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Manager’s perspective

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Happiness

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Happiness is U-shaped

EUR 43 44

USA 45 49

Source: www.nber.org/papers/w12935.pdf

Prof A. Oswald

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Line of everything

Source: www.londonbusinessforum.com/events/myself_and_other_matters (32:45)

Charles Handy

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Smalley.IT

Reinvent yourself

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Chris Dancy

@ServiceSphere

www.apmg-international.tv

Data Exhaust Cartographer“Things will improve.

They might just improve without you.”

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Haiku - 俳句

Things are going well,

but it’s later than you think.

Reinvent yourself.

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Information Management as theStrategic Business Counterpart that unlocks the Value of IT

Osaka, 31 October 2013

Mark Smalley, IT Paradigmologist

@marksmalley &

[email protected]

mailto:[email protected]

Information Management as the Strategic Business Counterpart that unlocks the Value of IT

Technology

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