Business and Quality Management Systems associated with IT Service Management (ITSM)


Stakeholder(s)- External Regulatory and International Standards Organization

Ensure financial, business and quality standards are part of the culture and applied according to industry standards.

  • Introduce the system dynamics with models and simulated views.
  • Minimize the knowledge gap through a systemic approach to the enterprise and business architecture.

Virtual Boundaries – Guide rather than force change

The people part of any organizational culture will require the introduction of known sequences of activities.

Challenge: people have grown to appreciate having everything their own way.  In fact, you will speak to people who will name a common thing differently in their space just to ensure no one can consume the information.  Functions are unlikely to trust the applications managed by others and force everyone to enter the entire transaction over in their application.  This forces restart at every new application, the data quality immediately get’s degraded and we are forcing waste.


To rectify the situation we must first agree to adopt a common generic framework.

The proposal must not be confused nor should we try to transfer blame from the current frameworks. Doing so would be like comparing apples to oranges and penalizing one for not being the same.  They are not designed for the same purposes.   This framework supplies a common way to guide an organization and ensure connections at the right time in a discreet manner.

Systems in an enterprise

Many experts refer to the business management system and then speak of the quality management system or business functional sub-systems.  Let me help us understand the most important systems in an any organization.

Business Management Systems

The ability to create, read, update and archive all records associated with 3 core Enterprise Business Data capabilities.

  • Party-Supplier, Customers, workers (employees)
  • Offer-Hardware, software and services includes professional services
  • Financial Accounts – segmentation of the company codes, location codes, general ledger codes, department codes and project or sub-account codes

Key controls design effectiveness

  • Segregation of duties requires any user in the business management system to not have create capabilities in the Quality Management System.

Gap -Today we simply monitor and report and use sudo access rights in conflict with the effectiveness control.

  • Validity and Integrity of the pricing, cost, sell and revenue as defined by GAAP will be at risk on each event record by each failure on each record.

Documented due diligence according to the organizations corporate policies

  • I used a template to create corporate policies in every ERP implementation in the 80’s structuring the policies according to ISO 9000 was the norm and my competitive advantage.
    • Business rules around corporate policies are generic and intended to be a guide.
    • We can apply 3 lanes to guide the different situations and aggregate the risk accordingly
  • The changes in software influenced the procedures NOT the policies themselves.
  • Functional Policies are not greater than a corporate policy
  • Corporate Policies must be honored by every employee its a condition of your employment.
    • Corporate Policies are crafted by the Board of Directors not employees of the organization
    • Timelines on a project are not likely to equal the time it takes to manage the changes through the Board of Directors.

Recovery testing Sequence with South or North Bound Stakeholders

The opportunity in this article intends to supply a common approach to meeting the corporate policies.  There are few if any business people who can tell you how the policies apply to the entire organization.

The graphic above presents both blue and green indicators;

  • When blue we can assume suppliers, employees and Expense Transaction Capabilities
  • When green we can assume customers, employees and Revenue Transaction Capabilities

Expense and Revenue transactions are vital to the record retention requirements and ideally are integrated to reduce the number of rows with any errors in columns being the multiplier for defects.

Connecting the system for fewer rework and less opportunity for error on risk portfolio

Connecting the system for fewer rework and less opportunity for error on risk portfolio

The following highlights the basis for the configuration items with Priority and both business and quality management dependencies.

Three Business Management Capabilities or Systems – Create, Read, Update and Archive never delete any of the party, offer  or financial account records.

Guaranteed to be on your retention schedule and an activity to protect

Guaranteed to be on your retention schedule and an activity to protect

Every function manages to acquire their own applications without any integration between and across the life of the transactions.   This solution enables us to acquire and integrate 14 data points across the functional boundaries.


Every company needs to understand the “as is” before moving or making more investments without understanding the problem.

Recognition of the fact that each company will have slightly different task and different offerings.

New Value proposition for any Enterprise and Business Architecture practitioner

Provides predictive and consistent reference architectures using event driven architectures to promote the expected behaviors first without constraints.

EA and BA Value 

Quality and Agility with Resilient and Sustainable Business, Operational, Systems and Technology.

Board of Directors and Officers

Inserts the boundaries in a virtual or logical grouping of your corporate policies; allowing fact based decision making without forcing disruptive changes.

Stakeholder Communication Strategy Internal and External

Internal – Value streams are dynamic and vary by functional team; this approach intends to supply a single point of reference for all future communications by inserting the known dependencies.   Ideally serving as the map to use for decision making based on the inputs and outputs across the boundaries whether hard or soft.

Example; If marketing elects to make a data type change we must include sales who’s systems must consume the outputs as their inputs to their work streams.

People, Process and Technology – Change Management 

Complexity of a project

A value stream to promote the known but often overlooked or left to the skill of each resource and their motivational factors which will often be subjective.  This prescription eliminates the unknowns on any proposed strategy or change by identification of a reference architecture that will promote the vital components of your configuration management domain.

Impact and Dependency Scope on all strategy and future projects

A capability to ensure the outputs from one function have consistently been transparent in any supplying visibility to all impacted stakeholders for any future changes to all impacted stakeholders during the Business Commit phase to pro-actively alert the impacted people, process and/or technology.

Predicts the external risk management facts for decision making

Value streams for external stakeholders will vary based on the strategy.  in a manner that converges the dependencies and factors the known impacts.

Service Management Design

The tactics used to promote the adoption of such a generic model enables any company to realize their service management strategy through the definition of your priorities around recovery time objectives and record retention.

Configuration and Change Management 

Configuration Management Components

Core component for each of the service management work streams; highlights the financial and quality elements through the transition of tacit into explicit using industry and risk according to the industry.   Over time the dependency on tacit knowledge will be abandoned for the consistent methods designed into the system.

Incident and Problem Management 

Inserts the blueprint for the consistent measurement of risk and problem ranking with a consistent reference architecture that will highlight the dependencies across technology for accurate assessment of incidents on the organization.

Enabling Business and Quality Management System(s)

Inserts a generic approach which works without disruption; allowing a consistent way to determine your cultural conditions based on your management and risk appetite.

Any part of the world

If you can imagine we have highways all over the world.  Therefore this prescription would be applicable anywhere in the world.  The signs on the highway may allow you to see different things upon exiting in any scenario.

Any company in any industry

Therefore you have an opportunity to apply this model to any industry.

Risk Management and Entitlement for Access 

Each industry and each company will have different levels of risk and at the least 3 different business scenarios.  Logical grouping of three levels of risk-High, Medium and Low in either direction of the highway, translates into slow lane for high, middle lane for medium and fast lane for low risk.

Financial Statements

Your offers through the development and design phases when the offer has been matured according to market definitions will be in your fast lane and reported to the Security Exchange Commission or regional agency of the same type as a foundational cost (expense) or sell (revenue) in summary.

To ensure we never have a scenario where we might confuse the role of a supplier with customer and have the infrastructure to enable consistent access and entitlement for cases when the companies go to market strategy relies on a strategic alliance who has the role of both.  Our approach ensures we insert static supplier accounts on the south bound lanes of the highway for all cost related activities.

Using the entry and exit of the highway to control the fact that a northbound traveler represents the customer and offer value measurements.

A new driver will acquire a vehicle of any make and model.  

Based on the offers maturity (decided off road by various stakeholders including industry analyst); a vehicle (offer) merely applying logical or virtual groupings rather than assuming any forced constraints.

Design Patterns for any business model of any maturity

Any business or technology user can assume you must build and invest before you can sell an offer.

The lines we draw for the investment to develop, design, build and deliver an offer is an expense transaction capability with our supplier stakeholders; traveling SOUTH for a negative adjustment to your investment plan.

In order to sell your offers you must have invested and supplied the value to begin your revenue streams we start with the sales goal inputs and assume the trigger to revenue streams begins with a developed sale plan with a direct customer.

  • The line we must assume for north bound travelers should represent the revenue stream. 
    • We know a driver (customer) and vehicle (offer) will enter the north lanes and expect each company who adopts this approach will be in a position to inter operate their revenue according to quality standards with revenue recognition converging in the slow lane on high risk or new offers-NON-GAAP
    • While your SEC advanced types are in the middle lane-deferred revenue
    • Your resale and point of sale to consumers will travel in the fast lane.  Immediate revenue
    • for the new offers in the slow lane.  
  • Strategy is simply the vehicle and marketing creating the CUSTOMER CAPABILITY versus an enterprise architecture task to have value stream and mapping of capabilities as part of the internal Enterprise and Business Architecture.  
    • No change to technology strategy for this purpose
    • Some external dependencies may be proposed and warranted by industry trends. 

The following supplies the graphical representation in a manner for both business and technology audiences to understand.  The concepts in a very abstract form.

The details are going to follow in each subject:

Part Vi People 

Industry Specific prescriptions-If I were in education or the military branches of the government how I would transform to this model; The highway analogy applied to two vertical industry  types to show the way the model applies to any market.   

Education Scenario


Healthcare coming soon 



5 Responses to “Business and Quality Management Systems associated with IT Service Management (ITSM)”

  1. This is a topic that is near to my heart…
    Cheers! Where are your contact details though?

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