PICT Business Relationship Management

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20 Νοε 2013 (πριν από 3 χρόνια και 6 μήνες)

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1

Repositioning the
parliamentary ICT
service


the place
of business
relationship
management in the
UK Parliament.

Caroline Morgan

Director of Development

Parliamentary ICT

2

Contents


The new ICT service


background.


Alignment of the ICT service with the
Parliamentary business


the “BRM”
model explained.


Chosen models for the business
relationship


Change impact for both ICT and the
business


Results to date



3

Background: Centralisation of ICT


UK Parliament centralised ICT, ending
multiple federalist and two
-
house ICT
teams.


Recognised danger of building an ivory
tower technocratic silo remote from
customer.


Looked for best practice and best advice.


Adopted
Business Relationship
Management

concept

4

Why?


Specific responsibility for understanding and documenting the
business requirements of all parliamentary users of ICT


Clearer alignment of ICT planning with business planning and
priorities


Greater depth and breadth of focus on the needs of all customers


Earlier identification of the relevance of technological developments
to business areas


Pooling of expert resources to optimise development and delivery
through programmes and projects


Better management of project initiation across administrative
boundaries


Clearer view of the interests of particular stakeholders in “corporate”
projects


Opportunities to develop managers with combined business and
technical focus


5

How?


Put CIO on Board of both houses.


Created new BRM posts


Serve two masters


responsible to ICT for
understanding and defining customer needs;
responsible to business for well
-
aligned and
responsive IT.


Roles had to be few, strategic, empowered and
credible.


Chose the “empowered advocate” option


BRMs on PICT Board


Some on User Boards

6


Relationship Manager Trust Curve

Involvement in
business matters

Time

Inform and communicate

Advise and influence

Coordinate and integrate

Empowered advocate

Account Manager

(order taking)

Relationship Manager

(valued partner)

Gartner BRM Trust Curve

© Gartner Group

7

Five BRMs

Business Relationship
Managers for Parliament
Procedural and Committee Services
Knowledge Services
Corporate Services
House of Lords
Members
House of Commons
Members
8

BRM Key Tasks:


Strategy



the development of the business strategy,
and the ICT strategy, and alignment of the two. For the
customer, a “single point of contact for all strategic
business needs in electronic services”.
[1]


Requirements

gathering and business case direction.


Priorities and planning



the agreement of a programme
of deliverables in support of the strategy.


Service level management and performance



the
creation of a mechanism for agreeing and managing
service delivery and for assessing performance.



[
1]

Source: PICT Priorities Plan

9

Strategic Context


The BRM model required a clear understanding of how
the ICT team should work with the business.


Four models
©

were identified, based on research by the
Leading Edge Forum. (next slide)


PICT aspires to the “higher models”


Not all customer groups can be at the same stage at the
same time.





© Leading Edge Forum


see http://lef.csc.com/brm/

10

Models of ICT


Business
Relationship


Passive IT role



focus on supply
management


e.g. maintain performance
within a tight budget.


Provider role



focus on demand
management


e.g. a
nticipate demand while
reducing costs
.


Partner



enable business change


e.g. h
elp
the customer meet its targets.


Peer



co
-
lead business change and lead in
ICT
-
driven business transformation.

11

Four Types of ICT Business
Relationship

12

Relationship Implications

1/31/2006 9:41:31 AM
7692
-
06_BRM
17
The IT Function Will Have to Adapt
in Different Ways …
Passive
Provider
Partner
Peer
Collaboration
Style
Typical
Interaction
Funding
Mentality
Required
Behaviours
Transaction
-
driven
Just tell me what
you want, and
we’ll deliver it (but
don’t change your
mind)
Cost centre
Negotiate precise
specifications and
deliver what you
can within budget
Planning,
sourcing, and
budgeting
Service
-
driven
Let’s understand
your needs and
show you how IT
can help you
Commercial
Flesh out needs,
market IT
services, and
manage supply
and demand
Communicating
and negotiating
Help achieve
business goals
Let’s work
together to
improve the
business
Business benefit
Engage in and
facilitate change
programmes
with
IT support
Consulting and
change
management
Innovate the
business
Let’s work
strategically to
drive the business
forward
Venture capitalist
Think outside
-
in
and help drive
business strategy
Business strategy
Primary
Disciplines
IT Relationship with the Business
1/31/2006 9:41:31 AM
7692
-
06_BRM
22

But So Will the Business
Business Relationship with
IT
Collaboration
Style
Typical
Interaction
Business
Expectations
Required
Behaviours
Knowledge
Required
Consumer of pre
-
agreed IT services
I’ll call when I
need you
Keep the lights
on and stay within
budget
Treat IT as an
arms
-
length utility
supplier
Contract
management
Intelligent buyer
of IT services
Help me work out
how IT can best
support the
business
Simplify our IT
and do more with
less
Make sensible IT
investment
choices
Learn about IT
constraints
Coordinator of
change
programmes
How can we use
IT to deliver our
business change
programme
?
Deliver new IT
capabilities to
enable change
Engage IT in
change
programme
management
Learn about IT
capabilities
Strategic partner
with IT
Help us use the
technology to
drive the business
forward
Help us innovate
our business in
the marketplace
Treat IT leaders
as equals in
business strategy
Learn about the
potential of IT
Passive
Provider
Partner
Peer
13

Implications for all ICT staff

Traditional IT Leader / Manager

Business Relationship Leader / Manager

Effective manager of technical people.

Leader of a new breed of staff who
combine business and technical skills.

Provides narrow range of services well.

Provides a broader range of se
rvices
designed to meet multiple and changing
business needs.

Prefers clarity and p
recision.

Understands the inevitability of, and
effectively manages, ambiguity.

Focus on specific problem of the day.

“Big picture”

longer
-
term thinker.

Strong technica
l knowledge.

Strong technical knowledge plus good
knowledge of business.

Relationships dictated by immediate work
demands.

Proactively develops relationships that
look to the future and extend beyond
immediate work demands.

Exercises direct control over
IT staff

Comfortable managing staff through
indirect or matrix relationships.

Dictates IT policy

Integrates evolution of IT policy with the
business strategy of the enterprise.

Dictates IT programmes and strategy.

Listens to internal customers and works
through an enterprise IT governance
structure.


14

Communications

15

Lessons to date:


Customers appreciate empowered
advocate.


IT Dept benefits from close knowledge of
the customer.


Business groups at different stages of the
four level model.


Programme and projects appear more
rational.


True measure of success 1
-
2 years away.

16

Questions?