Key points

BIMC will support business managers, IS planners (governed by some form of BIM board/ IS Steering Committee, the ISSC) and program directors in translating the Policies of the Management Board (guiding principles) into purpose and direction for the managers of IT services.

BIMC fulfils a bridging function between the demand from the enterprise and the supply from the service providers.
BIM is therefore that BIMC operational management may be different for each enterprise, but that the ingredients that every enterprise can choose from are comparable.
To cover essential operational, day to day processes. BIMC must be able to: make agreements with enterprise business users, translate the work into a standardized approach where practical, negotiate with service providers, and always check on performance.

To manage these activities BIMC will have four responsibilities:
• policy, innovation and advice (PIA) management (Plan, mostly Governance in the DID model),
• contract management (Do, mostly Strategy in the DID model),
• control management (Check, mostly Improvement in the DID model)
• and user management (Act, clearly the Operational focus of the DID model).
BIMC must be expert in the four areas. Thus BIMC is placed between the four most important stakeholders. On the demand side, BIMC has to deal with three parties: general management, customers and users. On the supply side with relevant suppliers.
In many enterprises, you do not necessarily see one department where all the intelligent customer tasks are undertaken together. Sometimes the functions are spread over several departments.