Business Information Management: The BiSL Framework
Business information management (BIM), called functioneel beheer in Dutch practice, is the demand-side discipline that owns the information provision on behalf of the business: it specifies what users need, keeps systems and data usable day to day, and translates business strategy into information policy. EXIN BiSL Foundation tests whether you can place an activity, role or problem in the right part of the framework, and explain why the framework separates it that way.
One framework, two sides of the table
BiSL is an open, public-domain framework managed by the ASL BiSL Foundation, built on the nine-square model of Rik Maes (strategic / tactical / operational levels crossed with business / information / IT domains). BiSL occupies the demand side. ASL covers application management and ITIL covers infrastructure and IT service management - the supply side. BiSL does not manage applications or servers; it manages requirements, agreements and use.
Three process areas
- Operational (BIM – Operation), short cycle of days to weeks: usage management (supporting users in working with systems and data), incident management (restoring normal use when something is disrupted), change management (assessing smaller changes and routing them to the supply organisation).
- Steering, tactical (BIM – Steering), medium cycle of months to about a year: demand bundling (collecting and prioritising business wishes), planning & control (plans, budgets, reports for the information provision), contract management (agreements and service levels with suppliers).
- Strategic (BIM – Strategy), long cycle of years: information strategy - aligning business strategy with the information provision and anticipating technological and social developments.
Worked example
A finance user cannot post invoices because the ERP screen hangs. This is an incident: operational, incident management - restore service, inform users, escalate to the supply party. If the same user asks for an extra approval step in the posting screen, it is a change: operational change management assesses and routes it. If the CFO wants the whole purchase-to-pay chain replaced within three years, that belongs to information strategy, and once prioritised and funded it is worked out at steering level.
Reasoning rule: ask (1) how far ahead does this look, (2) is it about restoring, requesting, agreeing or deciding, and (3) does it stay inside the business or leave it as a demand to a supplier?
Traps that cost marks
- Labelling every IT-related question "ITIL". If business users, requirements or demand are involved, it is BiSL territory.
- Confusing change management with project management: BiSL assesses and routes changes, it does not build them.
- Treating steering as strategy: steering works with existing suppliers and budgets, strategy questions whether the provision still fits the business.
- Forgetting that business data and its quality remain a business responsibility, not only the supplier's.