Scenario
A financial services organization has undergone a period of rapid expansion. From its operating base it has expanded to serve customers in over 25 countries spread around the globe. There are plans to enter more markets in the next 12 months.
The key stakeholders involved in the global expansion project have briefed the chief information officer (CIO) on the plans. They have identified IT service performance as one of the major threats to the plan. The CIO has been under pressure from the board due to poor IT service performance in the previous six months. The chief concern has been significant performance variations in network connectivity and communications.
The organization currently has three contracts with different local external suppliers in operating markets supporting three IT network hubs. Whilst the suppliers are all happy to follow local internal IT processes, getting the three to work together on incidents or changes has proved increasingly difficult.
A number of outages have resulted in a blame culture where even the local internal IT departments have been sympathetic to their service providers, resulting in strained relationships between these internal departments at an operational level.
Other issues encountered at one or more locations have included:
* Long-term service improvements have been sacrificed in favour of short-term fixes that avoid the payment of contract penalties by the suppliers
* Changes in ownership of the customer relationship by the suppliers
The CIO believes that a lack of communication between suppliers has been the key cause of failures.
All three supplier contracts are due for renewal in the next 12 months. After consultation, a decision to re-tender for network services has been taken by IT, and approved by the CIO and the board of directors.
Refer to the Scenario.
When considering suppliers, which one of the following options would BEST ensure that network issues are addressed in order to meet the needs of the financial services organization?

• A. Consideration should be given to entering into a partnership with a single supplier where mutual trust and a good relationship can be established.
  Supplier management should have a single, defined point of ownership with local responsibility granted for operational management of issues.
  A long-term, risk-reward framework should be mapped out to encourage the supplier to work towards sustainable service improvements instead of shorter-term quick fixes.
  A strategic alignment should be sought with the supplier where values, goals and cultural fit are similar to that of the financial services organization.
  Implementation of a joint partnership team to initially ensure a smooth transition of the service to the new supplier and to subsequently manage on-going service improvement.
• B. Consideration should be given to entering into a partnership with a single supplier where mutual trust and a good relationship can be established.
  Supplier management should have a single, defined point of ownership within each country to manage all local operational issues.
  A risk-reward framework should be mapped out as an incentive for the supplier to solve local issues.
  A strategic alignment should be sought with the supplier where values, goals and cultural fit are similar to that of the financial services organization.
  The supplier should set up its own dedicated global account management team to deal with transition and on-going issues by working with local IT support teams.
• C. Consideration should be given to re-contracting with the three current local suppliers. There is no suggestion that they are technically incompetent; it appears to be communication and local cultural differences that cause problems.
  Supplier management should have a single, defined local point of ownership with responsibility granted for operational management of issues.
  The threat of contractual penalties should be removed to encourage suppliers to think longer term about sustainable service improvements.
  Communication issues should be addressed by ensuring all incidents are reported to a single global service desk that the financial institution should implement.
  Suppliers are to ensure that staff engaged in the contract (in particular the account managers and customer service managers) are fully ITIL trained so they understand and can implement service management best practice disciplines.
• D. Consideration should be given to entering into a partnership with three local suppliers who have worked together before in similar circumstances. This will ensure both communication and local cultural differences are addressed.
  Supplier management should have a single, defined local point of ownership with responsibility granted for operational management of issues.
  The threat of contractual penalties should be removed to encourage suppliers to think longer term about sustainable service improvements.
  Suppliers will commit to the use of local IT processes to ensure compliance and good communication.
  Suppliers are to ensure that staff engaged in the contract (in particular the account managers and customer service managers) are fully ITIL trained so they understand and can implement service management best practice disciplines.

シナリオ
インターネットバンキング組織は、現在の市場以外で事業を拡大することを計画しています。正確な詳細はまだ確立されていませんが、IT組織がこの成長をサポートするために、現在のポートフォリオ内でサービスの提供を拡大する必要があることは明らかです。銀行に対する外部顧客のニーズは市場ごとに異なり、その結果、まったく新しいサービスの開発が必要になることも同様に明らかです。
あなたはIT組織内のサービス責任者です。あなたは、組織が数年前にITILフレームワークを採用するのを支援し、現在ほとんどのプロセスを実施しています。サービス所有者は、主要なITサービスに割り当てられます。成熟したサービスポートフォリオ、サービスカタログ、およびサービスレベル管理プロセスが実施されています。
拡張には、ビジネス関係管理プロセスの所有権が必要であり、この投稿の役割プロファイルを検討しています。
シナリオを参照してください。
次のオプションのどれが、拡張をサポートするための鍵となるビジネスリレーションシップマネージャー（BRM）の責任の最良の概要を提供しますか？

• A. BRMは顧客と積極的に関わり、顧客のビジネスと計画についての優れた洞察を得て、強力な協力関係を築きます。 BRMは、拡張プログラムに関連するビジネス要件を特定します。特に、ビジネスの成果とビジネスの推進要因を明確に理解することに重点を置きます。 BRMは、サービスポートフォリオマネージャーと連携して、ITサービスがビジネスの成果をどのようにサポートできるかを理解し、可能であれば、サービスカタログに含めるための新しいサービスとサービスを作成します。 BRMが、さまざまな事業市場における顧客環境の変化がサービスの提供にどのように影響するかを理解することが重要です。
• B. BRMは、顧客と積極的に関わり、顧客の信頼を獲得し、顧客の事業領域の開発を支援します。これは、IT組織と会社の両方がより成功するのに役立ちます。 BRMが時間と労力を費やすと、ITサービスを迅速に改善して、拡張プログラムのニーズを満たし、ビジネス目標を達成できるはずです。 BRMはサービスとその開発に責任を負い、サービスレベルマネージャーは顧客との連絡に責任を負います。 BRMは、新興市場のサードパーティを管理することにより、サービスプロバイダーが顧客のニーズを確実に満たすようにする最終的な責任を負います。
• C. BRMは顧客と積極的に関わり、顧客のビジネスと計画についての優れた洞察を得て、強力な協力関係を築きます。 BRMはお客様と緊密に連携して、拡張プログラムをサポートするために必要となる新しいITサービスの価値提案を理解します。 BRMは、サービスレベルマネージャーおよびサービス所有者と連携して、新しいITサービスの設計を開発し、それによって双方に価値を創造します。 BRMは、新しいサービスに対する顧客の期待が、彼らが支払うことに同意したものを超えないことを保証します。
• D. BRMは、顧客と積極的に関わり合う主な責任を負います。彼らは顧客との相互理解を深め、彼らのビジネスについての十分な実務知識を持っている必要があります。また、BRMはサービス所有者と緊密に連携して、ITサービスのプロファイルと使用法を理解し、ITサービスの開発を支援し、新しい市場向けの新しいサービスカタログを作成します。 BRMは、サービスプロバイダーのビジネス要件を顧客に明確に示し、顧客が受けるITサービスに対してより多くの費用を支払うことを伴うサービスを要求しないようにします。