Business Management Methodology
Although BSM is sometimes known as a methodology for information technology management by aligning IT services and the IT infrastructure supporting those services with business processes, it is also sometimes considered a methodology for business management by helping businesses, including their IT departments, view their activities as services that are provided to external and internal customers.
BSM provides a critical framework to make sure that the work of customer-facing and internal teams within an organization is defined and transparent to their customers, who can then influence the functionality and quality of the services they receive. BSM complements business process management (BPM) by helping an organization deliver more effective services across business processes. Together, BSM and BPM form the basis for all-encompassing, full-stack process-optimization platforms. BSM adds a service-centered view across business processes and facilitates economies of scale for services that contribute to multiple processes.
BSM also goes beyond IT service management (ITSM). BSM helps organizations better understand the business services that operate on top of the IT infrastructure, combining IT and non-IT management tools into a cohesive system for service delivery.
BSM is team-focused and can be used by any team in an organisation to improve performance, based on ownership, pride, commitment and teamwork. Through BSM, teams can formalise the services they provide as internal service level agreements (SLAs) or operational level agreements (OLAs). BSM can also help teams review their “People, Process and Technology” capabilities and limitations to see how they can improve them and consequently improve the services they provide.
Read more about this topic: Business Service Management
Famous quotes containing the words business, management and/or methodology:
“Method goes far to prevent trouble in business: for it makes the task easy, hinders confusion, saves abundance of time, and instructs those that have business depending, both what to do and what to hope.”
—William Penn (1644–1718)
“People have described me as a “management bishop” but I say to my critics, “Jesus was a management expert too.””
—George Carey (b. 1935)
“One might get the impression that I recommend a new methodology which replaces induction by counterinduction and uses a multiplicity of theories, metaphysical views, fairy tales, instead of the customary pair theory/observation. This impression would certainly be mistaken. My intention is not to replace one set of general rules by another such set: my intention is rather to convince the reader that all methodologies, even the most obvious ones, have their limits.”
—Paul Feyerabend (1924–1994)