brm - true romance or unrequited love?
DESCRIPTION
Co-presented with Aleksandr Zhuk as itSMF webinar Apr 2014TRANSCRIPT
Aleksandr Zhuk & Mark Smalley
April 21st, 2014
Having technical trouble? Contact BrightTalk directly at www.brighttalk.com
Tweeting today? Please include #itsmfwebQuestions? Submit them via the question box on your screen
BRM - True Romance or Unrequited Love?
2
Pro
gra
mm
er
Consu
ltant
Technologist, Leader, Change Agent
• Technologist with 20 years of experience• ITSM professional, ITIL Expert and CISSP• Co-Founder, BRMI
3
Hap
pin
ess
(%
)
Manager
Pro
gra
mm
er
Consu
ltant
Para
dig
molo
gis
tWork is more fun than fun – Noël Coward
IT [email protected] & @marksmalley
[Smalley.IT]
THE SERVICE MANAGEMENT
INAUGURAL CONGRESS
4 Polls
Our business partners… 1. Trust us2. Give us enough information3. Are reliable4. Are easy to work with
4
Possible answers―Disagree strongly―Disagree somewhat―Neither agree nor disagree―Agree somewhat ―Agree strongly
―Don’t know? Don’t vote!
Poll
Our business partners trust us― Disagree strongly― Disagree somewhat― Neither agree nor disagree― Agree somewhat ― Agree strongly
5
Poll
Our business partners give us enough information― Disagree strongly― Disagree somewhat― Neither agree nor disagree― Agree somewhat ― Agree strongly
6
Poll
Our business partners are reliable― Disagree strongly― Disagree somewhat― Neither agree nor disagree― Agree somewhat ― Agree strongly
7
Poll
Our business partners are easy to work with― Disagree strongly― Disagree somewhat― Neither agree nor disagree― Agree somewhat ― Agree strongly
8
Mark Smalley, ASL BiSL Foundation
Some paradigms fromthe IT Paradigmologist
SM Congress – Core Values
10
http://www.smcongress.org/core-values/ Twitter @SM_Congress
Adaptive Service Model ©
11
Architectural model of services, service governance and management, usable in any industry, to assist in achieving service objectives
Better ‘enablers’: best practice frameworks, standards, tools…
Provider and consumer perspectives
Meta-model, detailed model and ontology
Collaborative, open crowd sourced effort
Governance board determined by community
http://takingserviceforward.org/ & LinkedIn, Facebook, Google+, Twitter @TSF_ASM
ITOrg
UserOrg
Demand
SupplyUse
InfoSyst
Demand-Supply-Use[Smalley.IT]
12
ITOrg
UserOrg
Demand
SupplyUse
InfoSyst
Demand-Supply-Use
Outcome Output Service
Relationship Engagement
13
14NashvilleSt Paul Osaka Tokyo Birmingham
ChicagoLondon Fort Lauderdale
Cary Phoenix
AntwerpLas Vegas Malmö Singapore Kuala Lumpur
EdmontonCalgary Toronto New York Edina
15NashvilleSt Paul Osaka Tokyo Birmingham
ChicagoLondon Fort Lauderdale
Cary Phoenix
AntwerpLas Vegas Malmö Singapore Kuala Lumpur
EdmontonCalgary Toronto New York Edina
When Zhukeymet Smalley
Matzo Ball Soup $5.95If the soup weren’t surrounding it, this matzo ball would float away
Dr. Aleksandr Zhuk, Business Relationship Management Institute
BRM – the IT Supplier's Perspective
Reports from the [Battle] Field
“Recognition of IT’s strategic impact is growing, but so is dissatisfaction with its effectiveness.”1
87% of IT end users negatively perceive IT’s impact on productivity.2
“Only 43% of non-IT peopleconsider their IT teams integralto the business.”3
“Only 18% of [344 surveyed]CFOs said they thought ‘our ITservice levels meet or exceedbusiness expectations.’”4
17
Interesting Times
Denial > Anger > Bargaining > Depression > Acceptance5
"We have met the enemy and he is us." –Pogo6
“May you live in interesting times.” ancient Chinese proverb and curse7
18
We Are Here
BRM: Winning the Race for a Cure
ITIL® 2011 introduces Business Relationship Management as a Service Strategy role and process.
ISO/IEC 20000:2011 ITSM standard mandates: “Foreach customer, the service provider shall have a designated individual who is responsible for managing thecustomer relationship and customer satisfaction.”8
ISO/PC 286 “Collaborative Business RelationshipManagement – Framework” based on the similarly named BS 11000 is being drafted.9
19
Milestones and Forecasts
20
“By 2016, Relationship Management and Change Leadership will be the domain of as many as 20% of the IT workforce.” Gartner, January 2012.10
Business Relationship Management is called one of “Four IT Service Strategy Pillars.” Gartner, June 2013.11
“Look beyond ITIL to other available frameworks, methodologies and perspectives in a combining manner to yield increased results by matching specific needs against available knowledge.” Gartner, February 2014.12
The BRM Discipline
21
The BRM Discipline rests on solid research-based foundations verified and enhanced over a decade of successful implementations in leading organizations across the world. Proven to be equally effective for shared services including Human Resources, Finance, Legal, external service providers and others, BRM practices have enjoyed widespread adaption in IT.
BRM in Practice
22
The Practice of Business Relationship Management, informed by the BRM discipline, embodies a set of competencies to foster an effective business value-producing relationship between a service provider and its business partners. These competencies enable organizational BRM capability, which may be implemented through one or more formalized BRM role.
The BRM Role
23
The BRM Role is a crucial link between a service provider and the business acting as a connector, orchestrator, and navigator between the service provider and one or more business units.
BRMs…
24
1. Achieve Complete Transparency about the costs, benefits (business value and ROI), and risks of a service. It is the
BRM’s job to make sure that both the business partner and the service provider have complete clarity.
2. Practice Informed Leadershipengage from the moment the business strategy is formulated to shape its implications
on the IT service delivery, to oversee its execution, and to plan the next improved iteration. Understand the business and service dynamics well enough to foresee and guide rather than be pushed around by changes.
3. Become Expert Strategic Partnersgain sufficient expertise in key business domains to be able to communicate the costs,
the business value, and the risks of services in clear, specific, and meaningful terms using the language the business partner understands.
Moving Beyond Tactical BRM
25
Business Relationship Management DNA™
© Business Relationship Management Institute
Calibrating the BRM Role With Supply and Demand Maturity
26
IT ExampleTime
BusinessTransformation
Level
Supp
ort
Value
Fo
cus
is S
up
ply
Ma
na
ge
me
nt
“Ta
ctic
al”
BR
M“S
tra
teg
ic”
BR
M
BusinessEfficiency
Level 1 IT Focus• Provide basic systems and services• Stabilize operations and support• Improve service delivery• IT management fundamentals
BusinessEffectiveness
Level 3 Business Needs• Business growth and Innovation• Rapid reconfiguration capability• Market information• Business integration orientation
Level 3 IT Focus• Continuous strategy and planning• Converge business and IT• Expand and extend infrastructure• Enable flexibility and agility• Embrace ‘Consumerization of IT’
Demand
Supply
Level
Level
Impr
ove
Inno
vate
Level 2 IT Focus• Establish common IT infrastructure• Build IT credibility• Improve solution delivery• Establish Enterprise Architecture• Respond to ‘Consumerization of IT’
Level 2 Business Needs• Business network/process redesign• Enable business and partnerships• Management information• Process orientation
Level 1 Business Needs• Foundation systems• Cost savings• Operational information• Functional orientation
Fo
cus
is D
em
an
d M
an
ag
em
en
t
© Business Relationship Management Institute
A BRM employed by an external service provider is, by definition, an external BRM.
Within the same organization, however, the question of externality is a function of unity (a.k.a. convergence) or lack thereof.
― As long as the “us vs. them” accurately describes the business partner-service provider relationship, the question of “Whose side of the fence a BRM must be to be effective?” makes sense.
― In cases of severely siloed organizations (e.g. “us vs. them and them and them”), it is even possible to have a multi-tier business relationship management structure with each side appointing their BRM, not trusting the BRM on the other side of what should be a two-way relationship!
― When service provider and business partner converge, the “us vs. them” mentality disappears and, with it, goes away the transitory questionof BRM allegiance.
BRM: Internal or External?
27
Mark Smalley, ASL BiSL Foundation
BRM – the IT Consumer’s Perspective
Business IT Paradox
If IT really is a strategic business asset, why doesn’t the business seem to care?
Or does it?
Who’s problem is it anyway?
29
Bold Business Statements
30
“I don’t want questions, I want solutions!” Charles Araujo, President Elect, itSMF USA
“Talk benefits, costs and risks.” John Krogh, Managing Partner, SMArt
“I’m entitled to IT!” Hank Marquis, Practice Director, Global Knowledge
Business I&T Responsibilities
Decide how I&T can help your business to survive and succeed
Organize the I
Delegate the T to the IT provider
Ensure effective and efficient use of I&T
31
32
Business I&T Responsibilities
www.aslbislfoundation.org & ‘BiSL in a Box’ on www.itsmfusa.org
33
Business I&T Responsibilities
www.aslbislfoundation.org & ‘BiSL in a Box’ on www.itsmfusa.org
IT
34
Business I&T Responsibilities
www.aslbislfoundation.org & ‘BiSL in a Box’ on www.itsmfusa.org
BRM
SD
ITSM
True Romance or Unrequited Love?
Without an engaged ‘ITRM’, the BRM is doomed to unrequited love
The ITRM compliments Super Users, Product Owners etc.
The ITRM is a role that enlightened senior business managers (unconsciously) fulfill
Effective ITRMs are currently few and far between
35
Aleksandr, Mark and YOU!
Dialogue / Debate / Pillow Fight
Thank You For Attending!
Please “Rate This” webinar― Include any comments to help us build quality events for you
Please plan to join us for our next events in May at noon EDST― May 12 Doug Tedder on “Graduating to priSM”― May 19 Ken Wendle on the “Seven Habits of Highly Successful Service
Managers”
Want to share this with others?― Recorded version of it will be available shortly at:
http://www.itsmfusa.org/the-forum-on-line-conferences-webcasts
38