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Business Information Services Library (BiSL®) study guide mind map by Mind Map: Business Information Services
Library (BiSL®) study guide mind
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Business Information Services Library (BiSL®) study guide mind map

ASL®, BiSL® are a registered trademarks of ASL BiSL Foundation. Application Services Library ASL® is a registered trademark of the ASL BiSL Foundation.Business Information Service Library BiSL® is a registered trademark of the ASL BiSL Foundation. Trademarks are properties of the holders, who are not affiliated with mind map author.

BiSL® Fundamentals

Business Information Services Library (BiSL®) is a framework in the public domain which is used by Business Information Managers (Business Analysts) to uniform user organizations.

Describes how a user organization can ensure that information provisioning within an organization is working properly?

The needs of a business process can be translated to both IT solutions and non- IT solutions?

How to shape the information provisioning for the long term?

BiSL® is a standard / model / process framework and library (of knowledge) for the implementation of business information management (BIM)

BiSL® offers guidance for the BIM domain, which deals with actively managing, maintaining and supporting the functionality of information systems., BiSL® assumes a business point of view and describes the processes and activities related to information management that are a business responsibility

Vendor independent

Public domain library

Aims to professionalize the information demand function

The purpose of BiSL® is to come to a single process model, within an organization., The uniformity and uniform terminology within BiSL® contributes to easy and clear communication with professional suppliers and other involved parties., The goal is to minimize the cost in the management of the information provisioning and to support the end user optimal in the desired information provisioning.

Library is promoted and supported by the ASL BiSL Foundation (ABF)

IT Management Domains

Looijen and Delen’s model.

Loojen and Delen's model

Business Information Management (BIM)

User / organizational perspectives

focus, Information provisioning

Managerial aspects

System owner & business information managers

Business information management / contract management

BiSL® standard is dedicated to this domain

IT infrastructure Management (ITIM)

Production perspective

focus, Information technology (IT)

Technical aspects

Data center

Operation / renewal

Infrastructure (HW & system SW)

Application Management (AM)

Maintenance perspective

focus, Information systems & applications (applications & data)

Focused on IT solutions

Maintenance organization / application development

Application operation & change / development

IT management domains are “inextricably linked”

BiSL® Official publications

BiSL®: A Framework for Business Information Management - 2nd Edition

ISBN-13: 978-9087537029

Published: 2012

Pages: 200

The most important, key position on BiSL® preparing for Foundation exam.

BiSL® Pocket Guide - 2nd Edition

ISBN-13: 978-9087537111

Published: 2012

Pages: 160

BiSL® Self-assessment - Diagnosis for Business Information Management

ISBN-13: 978-9087537395

Published: 2014

Pages: 42

BiSL® Clusters (7)

Clusters characteristics

BiSL® framework consists of various processes grouped together in 7 clusters.

Clusters communicate to each other through processes.

Each cluster resides in exactly one layer.

Each cluster resides in exactly one perspective., Exception is Management Processes cluster which resides in two perspectives.

Operational Level

Use Management cluster, The Use Management cluster includes the processes that ensure optimal and continue use and support of (existing) information provisioning within an organization., cluster goals, Ensure continuous, efficient and optimal support for daily use of information provision., Provide optimum, ongoing support for the relevant business processes., Focus on providing support to users for the use of the information provisioning., Cluster is the most critical of all clusters., Day-to-day management to ensure continuity of support for the business., key question, Is the operational information provisioning being used and managed properly?, recommended metrics, Calls, Number of new calls, calls handled, open calls per information system, per type of call, per type of users, per business unit, per officer., User interaction, Frequency of user consultation., Operational data, Number of questions from end users about (management) data., Number of changes in the (management) data.

Connecting Processes - Operational Level cluster, Connecting Processes - Operational Level cluster ensure that Use Management cluster and Functionality Management cluster cannot be separated from each other., cluster goals, Ensure synchronizing and communication between Use Management cluster and Functionality Management cluster., Decision-making, which changes are to be carried out (content, planning, clustering in releases / projects)., Deployment change (implementing) for use by end users., key question, Why and how should we modify the information provisioning?, recommended metrics, Change requests, Number of new, handled, open change requests per information system, per type of change request, per type of users, per business unit, per officer., Transition plans, These consist of a number of activities, the implementation of which determines whether a change request has been fully and successfully operationalized.

Functionality Management cluster, The Functionality Management cluster describes the processes by which changes in information are designed and implemented., cluster goals, Automated information provision., Non-automated information provision., Changes / enhancements in the information provisioning, Keep the information provisioning fit for the business (short term business IT alignment), key question, What will the modified information provisioning look like?, recommended metrics, Specifications and final alignment with the end user, By measuring the frequency and the way in which these activities take place, we gain some insight into the question, „did I specify qualitatively strictly enough in order to shape the needs, requirements, and wishes surrounding the provision of information?‟, Functionality requirements, The number of iteration steps in translating functionality requirements into an approved specification (the logics model). Then you measure, for example, the quality of interaction, transfer, advice between the (representatives of) end users and the compilers of the approved specifications., Degree of alignment, Control takes place over the degree of alignment with the end user concerning the specifications that have to be implemented to the functional system design to be made and over safeguarding the planning. Here too, it is possible to measure for the number of iteration steps between the end users and the business information administrators if, for example, observed findings are involved. The number of iteration steps can indicate the quality of alignment that needs improvement., Number of adjustments to the inventoried specifications, This metric can also say something about the quality of alignment with the end user., Lead time for determining specifications, Here again is another possible indication of the quality of alignment. However, it does not have to be: it could also say something about prioritizing with respect to other activities. Adjusting the quality of the process is then not necessary., Scheduling, This consists of a number of activities, the implementation of which determines whether all components have been included in the schedule. By measuring for individual activities across the plans, the process quality becomes clear.

Managing Level

Management Processes cluster, Management Processes cluster ensure that the clusters from the operational level are integrally controlled. For example, controlling the management activities, maintenance and renewal processes., cluster goals, Ensure that Operational Process clusters are managed integrally and monitor costs and benefits, demands, contract and service levels and planning., Content and functionality of information provisioning for the business process., Rime and capacity needed to support daily use and for realizing changes., Service agreements and IT providers., Costs of BIM and IT services; and benefits of information systems., In general all BiSL® processes have to be manager:, Integral (support and changes)., In all aspects (time, finance, quality, suppliers)., key question, How do we manage the information provisioning?

Strategic Level

I-Organization Strategy cluster, I-Organization Strategy cluster ensures that matters such as management and decision-making regarding to information provisioning are clear for all concerned parties. It also takes into account important aspects of an organization, like the structure of an organization and the environment in which the organization operates., cluster goals, Set up the operation and management of the organization’s information provisioning to ensure optimal control and decision-making., Control (governance) and decision-making, typically in complex situations where there are several autonomous business units alongside a centralized unit., How do we exchange information with our value chain partners and how do we cooperate with them., 4 types of organization / function are involved:, Suppliers., Chain partners., Internal user organizations., BIM function within the organization., key question, How will the management of the information provisioning be structured?, recommended metrics, Rates, How do the supplier‟s rates compare to those of the market (benchmarking)? If it appears that rates differ negatively from the market, this can be an indication of faulty policy with respect to supplier selection., Quality of the services provided, Based on empirical figures, reports, and customer evaluations, it is possible to measure whether the products and services from suppliers are up to scratch. Possible methods for finding this out include a satisfaction survey or stakeholder interviews., Communications, Frequency and form of suppler consultation., Suppliers can deliver better services and products if a good relationship with the requesting market parties exists. Suppliers want to work with customers and look pro-actively for better products and services. An opportunity for this is offered by the frequency and method of conducting mutual communications., Number of complaints or escalations, Based on these criteria, the quality of suppliers can also be measured and it may be decided to change policy, Costs, Based on the actual costs of the purchase of products and services, it is possible to evaluate whether a certain supplier costs more or less than other suppliers., Knowledge and level of experience, Does the supplier still have the right knowledge available and does this match developments on the market and in our organization (degree of flexibility)?, Capacity to adapt, To what extent is the IP organization able to fit in with organizational developments within the business? Here you are actually measuring the degree of flexibility of control of the IP organization to fit in with the business if the structure changes, for example. How long did it take, for example, for the IP organization to incorporate a business change into its own organization? Has sufficient knowledge been gathered, have the right resources been used? It is also possible to look at the effort made to adapt the IP organization., Number of chain partners, The more chain partners there are, the greater the dependence and complexity of the chain. Having complete insight makes it possible to see the mutual dependence as well as the associated risks. The more chain partners, the greater the need to control for the risks, for instance, and the greater the need to focus attention on this area. If few chain partners are involved, it can be decided to devote slightly less attention to this point. The fact remains however that this has to be tested regularly, because this can continue to change over time.

Connecting Processes - Strategic Level cluster, Connecting Processes - Strategic Level cluster assists with the achievement of an alignment and controls the interrelationship between the various plans for the information provisioning best practices by the various entities involved in the information provisioning., All sorts of plans are drawn up at various levels within Business Information Management and the business structure, which directly or indirectly affect the information provision, for example, portfolio-related plans at the corporate level, the various plans of system owners for the future of their information systems, plans for structuring the information provisioning and also plans for structuring business processes., All of the relevant entities have different, divergent interests, which need to be aligned with each other to ensure the effective information provisioning., cluster goals, Monitor and supervise the connection between all the various plans for information provision:, The portfolio plans at the corporate level., The various business information (systems) managers’ plan for their information systems., Planning for the definition of the I-organization., Alignment of both strategic areas., NOT TO control or make decisions., key question, How can we act together?, recommended metrics, Policy plans, Policy plans are aligned with plans for configuration and control, among others. If conflicting policy starting points exist or if no uniform control seems to exist, the coordination of responsibilities and the various policy plans are re-examined., The ensuing metric is to measure how often and in what size order the coordination is re-examined over a period of several years.

Information Strategy cluster, Information Strategy cluster focuses on the future of the information provisioning within an organization. This process forces a regularly review to determine to what extent the current information provisioning meets business processes. It is of importance that the connection between the information provisioning and the business process is guaranteed., cluster goals, Ensure long-term alignment of the information provision with the business processes., key question, What will the information provisioning look like in the medium and long term?, recommended metrics, Frequency of the determination of developments, In order to ensure that IP continuously matches the business processes, it is essential to examine regularly whether developments are underway. Depending on the desired dynamics, more frequent studies will have to be carried out. The same dynamics produces the same consequences for all chain partners involved., Scope and type of developments, Developments can take place within your organization, but can also occur within the chain partners involved, some competitors, or in the entire branch. In addition, technological developments may also take place. This means that we have to choose what the scope and type of the developments are and in which field the study of developments must take place., Capacity to adapt, How long does it take for existing IP policy to adapt and to fit in with reality? What efforts were necessary for this to happen?, Impact, Impact analysis of developments. Not only mutual dependence, but also the type and frequency of the developments can be made visible by applying a quantitative analysis methodology., Costs and Benefits, By drafting a good business case, it becomes clear what the financial consequences of the developments observed are and to what extent it is profitable to adapt present IP strategy. The choice to apply new technology can sometimes be cheaper and/or fit in better with present and future information needs.

BiSL® Roles

Budget Holder

Business Information Administration Organization

Business Information Manager

Business Manager



Demand Organization

Information Manager

IT Provider

IT Supplier

IT Support

Key Users

Product Manager

Service Team

Super User

System Owner


User Organization

BiSL® Levels (3)

BiSL® has 3 (horizontal) levels.

Operational Level

The more or less daily, primary tasks of application management and business information management.

The operational processes are in practice often performed by the Business Information Managers (Business Analysts).

The implementation or operational processes involve the day-to-day use of the information provisioning, and determining and effecting changes to the latter., The processes at this level focus on the everyday use of the information provisioning and shaping desired changes to the information provisioning.

Time dimension, today

Actvity, Continuously

Has, 3 Clusters, 9 Processes

Managing Level

The control of the operational processes, the strategic processes, and the management processes themselves

The management processes involve income, expenditure, planning, the quality of the information provisioning and making arrangements with IT suppliers.

The management processes within the framework BiSL® are more concerned with revenue, cost and quality of information provisioning within an organization and management of arrangements with IT the suppliers.

Dividing "line" between policies and operations.

Time dimension, short-term (month, quarter, year)

Actvity, Continuously

Has, 1 Cluster, 4 Processes

Strategic Level

Designing the future of the applications and the application management organization (ASL®) or the future of the business information management organization or the information provisioning (BiSL®)

As part of the processes at the strategic level one determines the nature of the information provisioning in the long-term and how its management should be structured.

At the strategic level within the BiSL® framework the long term vision for the information provisioning is defined and also is determined how the control of the information provisioning is implemented according to the BiSL® framework.

Time dimension, long-term (next 2-5 years)

Actvity, Periodic / On-demand

Has, 3 Clusters, 10 Processes

BiSL® Processes (23)

Processes characteristics

Processes are inside clusters.

Each process is inside exactly one cluster.

Processes communicate to each other (within and outside the cluster)

Each process has it's goals, activities, inputs, outputs and relationships with other processes

Operational Level

Use Management cluster (has 3 processes), End User Support process, process description, Process focuses on facilitating, supporting and guiding the user in the use of information systems in daily practice., One focus here is the communication between Business Information Management and the user., process goals, Use and functioning information provision in daily practice., Help and guide users in their everyday use of the existing information provisioning., Ensures communication with the end user on the use of the information provisioning., Two way communication with end users, from Users ..., Users have questions, complaints, needs, requests etc., to Users ..., Business Information Management gives proactive information to Users on changes in the information provisioning., Requests for information, complaints, requirements, orders and the like are received from users and are attended to., Users are informed about developments affecting the information provisioning with the aid of newsletters, meetings, training and instructions, and they are provided with support when using it., Daily contact with the end user., activities, End user communications., Call registration and handling., Call reporting., Business Data Management process, process description, Process focuses on the proper content of the information provisioning, the information at hand and the processing of this information. Business Information Management is responsible for keeping the data within the various information systems accurate and current., process goals, Correct setup and data in the information provision., Deals not only with the data in information systems, but also with the data in the non-automated parts of information provision., Achieving the appropriate structure and nature of the data used in the information provisioning (and hence also in the information systems)., Entails the administration of centrally located tables., Appropriate use of a corporate information model., Adoption of measures to ensure data integrity., Provision of incidental data and executive information., activities, Monitoring and checking., Informing and reporting., Changing., Operational Supplier Management process, process description, Process focuses on good use of IT Resources for the purpose of information provisioning. In this process the point of contact between Business Information Management and the IT supplier is specified., Process is also responsible for monitoring the availability, capacity and usability of IT resources., process goals, Issuing assignments to the IT Provider., Monitoring the work of the IT Provider., Enable process for information provision in the user organization., Clear control point of IT Provider., Operational management of the IT Supplier., Aspects of availability, capacity and continuity, contracts are awarded and the services provided by the IT supplier are controlled., activities, Provisioning of assignments., Planning., Monitoring and checking whether the IT deliveries are as arranged.

Connecting Processes Operational Level cluster (has 2 processes), Change Management process, process description, Process focuses on making decisions about changes and innovations in the information provisioning of an organization., Process is also responsible for recording and evaluating changes., When a change is approved, an implementation date / time and priority is attached to it, as an indication of the degree of importance for the organization., When the change is recorded it will be put through (if approved) to the Functionality Management cluster where the change is further developed and made ready for the transition., process goals, Make appropriate decisions about introducing changes or innovation in the information provisioning., Includes a mechanism to itemise, evaluate, prioritise and implement changes in the information provisioning., Close consultations are held between the client and the supplier., Client ultimately takes decisions to implement changes, partly on the basis of the findings of an impact analysis conducted by the supplier., Manage change requests and decision making., activities, Inventory / Listing / Registering / Logging., Evaluation / Assessing and deciding., Monitoring and adjusting., Transition Management process, process description, Process focuses on effectively transferring the desired changes to the information provisioning which was shaped by the Functionality Management cluster., Transition is the mechanism within Business Information Management which directs and controls the process of taking the changes into production., The changes to be transferred by means of a transition plan., In addition, it can occur that a conversion plan is mandatory to modify the data, which is affected by the change. It is customary to inform users about upcoming changes and what impact this has on their work., Once the transition is complete, a transfer will take place to Business Information Management and the IT supplier in order to make the necessary documentation and to include the change in the day-to-day management of the information provisioning., process goals, Deployment change to the end users (production)., Manage deployment of new or adjusted functionality ., Focuses on implementing any change affecting end users, which has been prepared as part of the processes of functionality management and the underlying activities of the IT supplier., Constitutes a mechanism guiding the process of putting into service any modifications or innovation that have been effected., Following the formal acceptance of a modification and preparations for putting it into service, the latter actually occurs during the process of transition., activities, Implementation / Carrying out., Communication and guidance regarding the delegation of assignments., Monitoring., Progress of the preparations and dealing with bottlenecks, Adjusting., Extra conversion activities and documentation, supplementing knowledge transfer and other adjustments

Functionality Management cluster (has 4 processes), Specify Information Requirements process, process description, Process focuses on shaping of desired changes., The definitions and details of these changes are based on requirements defined by the organization., process goals, Translate desired changes in functionality, defined in change management process into options for solutions., Take the required changes indicated by change management and to translate them into substantive and non-substantive solutions record them for the purposes of the further implementation of the automated information provisioning., Establish automated and non-automated information provision., Demands are translated into solutions., Process consequently has a significant impact on the cost and quality of the information provisioning., activities, Defining demands / needs., Defining possible solutions., Validation., Design non-Automated Information Systems process, process description, Process focuses on design and adaptation of the non-automated information provisioning within an organization., Many of the activities in this process is to describe how the organization deals with the changes in the information provisioning., process goals, Creating and maintaining relevant documentation for everyday use and for business information administration of the information system., Clear and coordinated work method for information processing activities., Focuses on establishing and maintaining relevant documentation for the use of business information management and the information system (procedures, directions, manuals and the like)., Focuses on procedures and manuals as well as on the other aspects of the non-automated information provisioning, like its design., activities, Defining objectives (goals), preconditions, starting points (points of departure) and overall / global solution, Defining the relationships with automated information provision., Development the non-automated information provision process., Laying down the new working process., Prepare Transitions process, process description, Process focuses on ensuring that accepted changes are prepared for transition (for example) to a production environment., process goals, Ensure problem-free move to the new or changed functionality by satisfying all required pre-conditions., Ensure that any new and/or modified unctionality is put into service without any difficulties by establishing the prerequisites in such a manner that the required changes can subsequently be effected without any problems., Desired change can be achieved without problems., activities, Phase 1, Developing an implementation plan for execution of preparation., Phase 2, Implementation of IT., Implementation in the user organization., Implementation of information provision and business information management., Phase 3, Developing the transition plan., Review and Testing process, process description, Process focuses on reviewing and testing the developed changes., Through acceptance tests to ascertain whether the changes made meet the requirements agreed and described earlier., process goals, Ensure that the required changes are smoothly implemented in the organizations., Tools, aids and other forms of support that are used, are appropriate and work properly., User acceptance test is the part of this process., activities, Preparing the review and testing., Carrying out the acceptance test., Carrying out the test for completness and alignment with the administrative function., Safeguarding the implementation plan by reviewing the implementation plan and the transition plan., Define the impact of the test results.

Managing Level

Management Processes cluster (has 4 processes), Planning and Resource Management process, process description, Process focuses on planning, monitoring and adjusting the activities of the organization that have to do with the care and maintenance of the information provisioning., Not just about the organization of Business Information Management but also extends to the IT organization and the user organization., Process ensures that the capacity needed for implementing changes in the information provisioning are reserved., Process ensures that sufficient capacity is reserved within the user organization and the Business Information Management organization in order to let the information provisioning operate normally., process goals, Planning, monitoring and adjusting the activities of the organization involved in providing information so that the necessary use of information provision in the organization is realized on time with an optimal use of capacity, Time and human capacity., activities, Planning, Checking, Evaluating, recommended metrics, Projects related to the business information management organization and the provision of information:, number in total, duration in lead time, achieved within planned time, achieved with planned capacity, Financial Management process, process description, Process focuses on creating, maintaining and monitoring the information provisioning and the use of IT resources., In contrast to the Planning and Resource Management process, Financial Management process monitors these items from a financial and business perspective., Financial Management process is part of the managerial level and is responsible for the costs and benefits side of the information provisioning and the automated IT support within an organization., In order to fulfill this task properly it is important to pay enough attention to the business case, market conformity and the funding of interest., process goals, Preparation, maintenance and monitoring of a cost-effective information provision from a financial and business perspective., Cost-effective use of IT resources for supply and carrying out of the business process of the organization., Money, business case., activities, Planning, Planning the benefits., Planning the necessary financial resources using IT impact analysis., Recognizing risks and countermeasures., Allocation of financial resources., Coordination with other management processes., Chacking, Monitoring costs., Adjustment of budget., Negotiating with suppliers., Evaluating, Evaluating progress of process., Evaluating contract form., Evaluating benefits., recommended metrics, Total budget related to the business information management organization and the provision of information:, Total budget, Total costs, Overrun / underrun with respect to total budget, Demand Management process, process description, Process focuses on identifying the needs within a business process and deciding what happens to this needs., It is all about the quality of the business processes and how they can be improved., process goals, Manage the demands from the business process for support by way of information provision., Demands translate into quality of information provision and quality of IT services., Ensure that the business processes of an organization are supported or enabled by good information provision and business information management function., Ensuring existing and new demands within the business processes are recognized and decision-making for this takes place., To get the information provisioning reflect the users, organization procedures and the organization environment as well as possible., Demand, quality., activities, Planning, Defining desired quality of the provision of information and thus determining the need for the provision of information., Defining the required provision of information., Coordination with the other control processes concerning time paths, feasibility, cost-benefit considerations., Checking, Monitoring results of change processes., Monitoring the quality of changes., Evaluating, Connection between provision of information and business process., Operation of provision of information., Use of the applications by users., Info exchange with other organizations., Functioning of provision of information and its organization., recommended metrics, Contribution to business processes of the enterprise., Contract Management process, process description, Process focuses on making clear agreements with the IT providers regarding to the services they provide and associated contracts., Good agreements on the information provisioning ensure that the activities for monitoring and improving the information provisioning are properly agreed and sealed., The main aspect when preparing a contract is to define responsibilities and to determine which parties is accountable for these responsibilities., For example, who is (within the organization) involved in the design and implementation of changes in the information provisioning?, process goals, Defining appropriate agreements for the automated information provision., Defining the services by the IT Provider., Monitoring and implementing above., activities, Planning, Definitive establishment of the customer-contractor relationship., Providing operational frameworks within which IT provides its services., Agreeing on the services received and the conditions under which they are provided., Agreeing on the method of communication between customer and contractor., Making contract agreements with IT., Managing and making agreements with IT about time, costs, capacity, and the content of the services., Chacking, Monitoring the agreed IT services., Monitoring whether communication with IT is running smoothly., Monitoring whether IT costs incurred and hours worked are in line with agreements., Evaluating, Monitoring whether the IT services match the need from the business processes., Monitoring whether IT makes the expected contribution to the organization of IP based on its supplier role., recommended metrics, Satisfaction with nature of services and standards., Number of services and products purchased., Number of framework agreements.

Strategic Level

I-Organization Strategy cluster (has 4 processes), Strategic Supplier Management process, process description, Process focuses on agreements related to supplier topics are made and monitored. Such as determining the responsibilities of IT suppliers., process goals, Define which parties (suppliers) are the most suitable to provide required knowledge and resources for information provision., To define role and responsibilities of IT Providers., activities, Drafting supplier policy., Evaluation and selection of suppliers., Negotiating relationship with suppliers., Strategic User Relationship Management process, process description, Process focuses on shaping and monitoring the cohesion between the information provisioning and the user organization., Within this process the key is the relation between Business Information Management and the user organization., process goals, Design and monitor the consistency, connection and communication between the function of information provision., activities, Evaluating relationships with the user organization., Developing relationships policy., Managing relationships., Strategic Information Partner Management process, process description, Process focuses on exchanging information between different organizations (partners) in the chain., This exchange makes it possible to set up partnerships between different organizations in the field of information provisioning., process goals, Enable information to be exchanged between various organizations., Define interfaces in the are of information provision and maintaining these interfaces., activities, Evaluating the chain organization., Developing chain partner policy and design of the new or desired situation., Managing the chain organization., Define I-Organization Strategy process, process description, The central process within the cluster, where the structure of the desired information provisioning is defined., Such as forms/shape of the organization, responsibilities and performance., process goals, Define the desired organization of the I-function: organization forms, responsibilities, carrying out and cooperation between various departments involved within organization., Focus for organization, cooperation and consistency., activities, Evaluation of existing provision of I-organization, Defining I-organization policy, Managing the I-organization

Connecting Processes Strategic Level cluster (has 1 process), Information Coordination process, process description, Process focuses on assisting with the achievement of an alignment and controls the interrelationship between the various plans for the information provisioning best practices by the various entities involved in the information provisioning., All of the relevant entities have different, divergent interests, which need to be aligned with each other to ensure the effective information provisioning., process goals, Monitor and supervisory the connection between all the various plans for information provision., Ensure optimal coordination of policy according to the agreed organizational frameworks., NOT TO control or make decisions., activities, Coordinating process, content and alignment of various policy plans., The alignment of responsibilities with the content of policy and control.

Information Strategy cluster (has 5 processes), Establish Information Chain Developments process, process description, Process focuses on gathering developments in the field of information provisioning within the whole chain and translating these developments into their own information provisioning., process goals, Map out the developments in the area of information provision among organizations (not only own organization)., Translating developments into consequences for the content of information provisions for own organization., In longer term business processes fit in with the environment and are supported by an effective, efficient information provision., activities, Listing / mapping relevance of developments across the various organizations and information domains., Defining the impact of the developments., Establish Business Process Developments process, process description, Process focuses on gathering of long-term trends in the business processes so that they can be tuned with the information provisioning in an efficiently way., process goals, Map out development in the longer term within the organization and the associated business processes., In longer term business processes as supported in an efficient, coordinated and balanced manner by information provision., activities, Listing / mapping relevance of developments across the various organizations and information domains., Defining the impact of the developments., Establish Technological Developments process, process description, Process focuses on determining the technical developments which are interesting for the information provisioning of an organization., process goals, Establish which technical developments are significant for the organization and information provision., Map out the relevant technological developments and to define the impact on the organization., activities, Listing / mapping relevance of developments across the various organizations and information domains., Defining the impact of the developments., Information Lifecycle Management process, process description, Process focuses on determining a strategy for the information provisioning, translating this strategy to necessary investments and activities in order to improve the information provisioning., process goals, Create strategy for information provision., Translating strategy into action and investments and ensuring this is implemented., activities, Listing demands for change., Develop scenario., Coordinating scenario., Information Portfolio Management process, process description, Process focuses on determining the policy regarding the entire information provisioning and the monitoring of the coherence of information provisioning of an organization, process goals, Coordination and uniformity over the entire process of information provision., activities, Listing., Carrying out coordinating assessment., Coordinating the scenario.

BiSL® - A public domain standard (not methodology), process framework, model and library (of knowledge) from Netherlands. BiSL® is dedicated to information management, information provisioning and Information demand management (both from demand and end-user side NOT from IT or IT supplier side). BiSL is closely connected to ASL®2 standard and AXELOS® ITIL® best practices and is seen as a complementary extension.

BiSL® v1 version was published in 02.2005 as public domain standard.

Revised v1 was published in 2012.

see ASL®2 mind map

see ITIL® mind map

BiSL® Official resources

BiSL® sample exams, available online

BiSL® Foundation,,

BiSL® glossary

BiSL® website

BiSL® White Papers

An introduction to BiSL®

TOGAF® 9 & BiSL® - Two perspectives on Business Information Management (BIM)

ITIL® and BiSL®: sound guidance for business-IT alignment from a business perspective

COBIT® 5 & BiSL®

BiSL® made measurable

ISO/IEC 38500 – BiSL – ASL. A comparison

BiSL® standard consists of: 3 Levels, 2 Perspectives, 1 Model, 7 Clusters, 23 Processes, 1 Framework and 1 Maturity Model.

Business Information Services Library (BiSL®) logo

Business Information Services Library (BiSL®) is mainteined and developed by ASL BiSL Foundation from Netherlands

BiSL® Maturity Model

6 Levels of maturity

Level 0 - Absent

Level 1 - Initial, The organization does not have a stable environment in which Business Information Management processes are executed. There are however some attempts and sometimes activities are executed in order to acquire insight and knowledge. The results and the outcomes of the activities are usually unpredictable.

Level 2 - Repeatable, The organization executes activities repetitively. Previous experience and ways of working are used for the execution of activities. Signs of a standard way of working are appearing.

Level 3 - Defined and managed, The activities and processes are defined and documented. The processes have been well thought through. The processes have also been designed and implemented to provide quantitative and qualitative indicators that the organization can use for control and adjustment.

Level 4 - Optimizing, The organization is characterized by continual process improvement. Mechanisms and processes have been developed to enable ongoing and controlled improvements to the process.

Level 5 - Chain, The focus of the organization during the design and implementation, the improvement, and the mutual adjustment of processes all focus on increasing the added value within the process chain in which they participate.

BiSL® Exams

Using this mind map and official BiSL®2 Glossary you can by yourself prepare and pass in first try BiSL® Foundation exam.

Foundation exam as name suggests is a basic level, introduction certification. Exam is based only on theory and requires no experience in Business Information Management and Information Provisioning.

Practitioner exam is under development.

Preparing for an BiSL® Foundation exam is also possible through self-study (completing an accredited training is not required prerequisite for certification). Registration for the so called public exam is through the website of APMG-International.

BiSL® sample exams, available online

BiSL® Foundation,

BiSL® glossary

BiSL® can be seen as a layered framework with 3 separate layers.

Download print-ready BiSL® A3 poster, variant 1 (PDF)

Download print-ready BiSL® A3 poster, varian #2 (PDF)

Interactive BiSL® Glossary

Interactive BiSL® Glossary

This freeware, non-commercial interactive mind map (aligned with the newest version of BiSL®) was carefully hand crafted with passion and love for learning and constant improvement as well for promotion the standard and framework BiSL® and as a learning tool for candidates wanting to gain BiSL® qualification. (please share, like and give feedback - your feedback and comments are my main motivation for further elaboration. THX!)

Questions / issues / errors? What do you think about my work? Your comments are highly appreciated. Please don't hesitate to contact me for :-) Mirosław Dąbrowski, Poland/Warsaw.


BiSL® Perspectives (2)

Use and Structure

Focus on the use and structure of information provision


Focus lies on content of information provision

What must information provision look like