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#TFT14 Peter Lijnse Business Relationship Management Love

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Information about #TFT14 Peter Lijnse Business Relationship Management Love
Business & Mgmt

Published on February 19, 2014

Author: ServiceDeskInstitute

Source: slideshare.net

Description

For years, we have been talking about Business-IT alignment and to be honest, limited organisations have successfully accomplished that. In most organisations, the relationship is "dry", which causes friction. We are getting to the point where we need to realize that the love between the business and IT requires more than just alignment...

With thanks for Ca Technologies for sponsoring TFT14 slides. For a free trial of Nimsoft go to bit.ly/1df6jY7
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Peter%Lijnse% The%Business/IT%love% requires%lubrica8on%

Business-IT Love Requires Lubrication" Peter Lijnse
 Managing Partner
 
 Twitter:
 @PeterJLijnse
 
 Blog:
 www.lijnse.com" proven experience • proven tactics • proven success © Service Management Art 2013"

Les Amants - Magritte"

Business Relationship Management Institute" www.brminstitute.org! Twitter: @BRMInstitute! " ""Business Relationship Management Institute (BRMI) is a leading training, certification and professional development organization that serves the Business Relationship Management professional community and corporations. " ""

Topics" Business-IT Relationship Management Organizational Capability" " Business Relationship Manager Role" "

Business – IT Organizational Capability" The Challenge"

Business IT Alignment" Strategic Alignment focuses on activities to achieve cohesive goals across IT and the Business" " Achieving alignment is evolutionary and dynamic" " J. Luftman"

Current situation" Business'Rela+onship'Management' ' Enterprise'Governance'of'IT'

Strategic Alignment (Luftman, 1999)" ENABLERS" •  Senior executive support for IT" •  IT involved in strategy development" •  IT understands the business" •  Business-IT Partnership" •  Well-prioritized IT projects" •  IT demonstrates Leadership" INHIBITORS" •  IT/Business lack close relationships" •  IT does not prioritize well" •  IT fails to meet commitments" •  IT does not understand the business" •  Senior executives do not support IT" •  IT Management lacks Leadership"

Business Demand/Provider Supply Maturity Demand' # ' Improve' Business ' Effec5veness ' Level' "' ' Business ' Efficiency ' Support' Level'2'Business'Needs' •  •  •  •  Level' !' Founda+on'systems' Cost'savings' Opera+onal'informa+on' Func+onal'orienta+on' •  •  •  •  •  Con+nuous'strategy'and'planning' Converge'business'and'IT' Expand'and'extend'infrastructure' Enable'flexibility'and'agility' Embrace'‘Consumeriza+on'of'IT’' Level'2'IT'Focus' Business'network/process'redesign' Enable'business'and'partnerships' Management'informa+on' Process'orienta+on' Level'1'Business'Needs' •  •  •  •  Level'3'IT'Focus' Business'growth'and'Innova+on' Rapid'reconfigura+on'capability' Market'informa+on' Business'integra+on'orienta+on' •  •  •  •  •  Establish'common'IT'infrastructure' Build'IT'credibility' Improve'solu+on'delivery' Establish'Enterprise'Architecture' Respond'to'‘Consumeriza+on'of'IT’' Level'1'IT'Focus' •  •  •  •  Provide'basic'systems'and'services' Stabilize'opera+ons'and'support' Improve'service'delivery' IT'management'fundamentals' Supply' Time' Focus'is'Demand'Management' Level' •  •  •  •  Focus'is'Supply'Management' Level'3'Business'Needs' “Tac+cal”'BRM' Innovate' Business ' Transforma5on ' “Strategic”'BRM' Value'

“If you want to improve the relationship with the business you need someone to lubricate that relationship”! © Service Management Art 2013" istockphoto'

Business Relationship Manager" The Role" "

What Is a Business Relationship Manager?" This role:" Sits at intersection of service provider and business partner" S+mulates,'surfaces'and,'shapes'business'demand'for'maximized'value' Is'a'Member'of'both'business'and'provider'management'teams'

Business Relationship Manager activities" Demand Shaping
 Aligning business expectations with service provider offerings and (service) portfolio" Exploring
 Identifying and rationalizing demand" Servicing
 Ensuring the service provider understands the value, outcomes, costs and risk" Value Harvesting
 Realizing Value realization, waste reduction, measuring value"

Demand Shaping" How does demand enter the value chain?" " How are decisions made when demand exceeds supply?" " How do we handle demand changes?" " How is the backlog of demand tracked?"

Exploring" What demand is not on the radar and should be?" " How much can we invest in exploring?" " How do we break down demand in workable initiatives?" " How can we innovate while operating the current services?"

Servicing" How do we ensure that through use of the services the value is realized?" " How do we ensure the service provider understands the value of the services they deliver?" " How do we maximize business value, while taking into account risk and cost?"

Value Harvesting" Where do we see waste in the value chain? How do we reduce waste?" " How do the stakeholders participate in realizing value?" " How is value measured and monitored?"

Role Clarity" With different IT groups" " "

Role of the BRM" Service Status! " -Requirements
 -Definition
 -Analysis
 -Chartered" Business' Analyst' Enterprise' Architecture' Project' Management' -Design" -Development" Applica+on'' Development' -Build" -Test" -Release" -Operational / Live" -Retiring" -Retired" Service'Level' Management' Service'Delivery' Manager' Applica+on' Management' Service'Desk'

Portfolio Management" Service Status! " -Requirements
 -Definition
 -Analysis
 -Chartered" -Design" -Development" -Build" Project'PorUolio' V  Programs' V  Projects' Service'PorUolio' Service'Pipeline' Service'Catalogue' -Test" -Release" -Operational / Live" -Retiring" -Retired" Re+red'Services'

Business Demand/Provider Supply Maturity Demand' # ' Improve' Business ' Effec5veness ' Level' "' ' Business ' Efficiency ' Support' Level'2'Business'Needs' •  •  •  •  Level' !' Founda+on'systems' Cost'savings' Opera+onal'informa+on' Func+onal'orienta+on' •  •  •  •  •  Con+nuous'strategy'and'planning' Converge'business'and'IT' Expand'and'extend'infrastructure' Enable'flexibility'and'agility' Embrace'‘Consumeriza+on'of'IT’' Level'2'IT'Focus' Business'network/process'redesign' Enable'business'and'partnerships' Management'informa+on' Process'orienta+on' Level'1'Business'Needs' •  •  •  •  Level'3'IT'Focus' Business'growth'and'Innova+on' Rapid'reconfigura+on'capability' Market'informa+on' Business'integra+on'orienta+on' •  •  •  •  •  Establish'common'IT'infrastructure' Build'IT'credibility' Improve'solu+on'delivery' Establish'Enterprise'Architecture' Respond'to'‘Consumeriza+on'of'IT’' Level'1'IT'Focus' •  •  •  •  Provide'basic'systems'and'services' Stabilize'opera+ons'and'support' Improve'service'delivery' IT'management'fundamentals' Supply' Time' Focus'is'Demand'Management' Level' •  •  •  •  Focus'is'Supply'Management' Level'3'Business'Needs' “Tac+cal”'BRM' Innovate' Business ' Transforma5on ' “Strategic”'BRM' Value'

Business IT Love requires Lubrication"

Peter Lijnse
 
 Twitter:
 @PeterJLijnse
 
 Blog:
 www.lijnse.com" proven experience • proven tactics • proven success © Service Management Art 2013"

With thanks to our slides sponsor, CA Technologies Try Nimsoft for free at ca.com/NSD-trial

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