The Business Process Perspective looks at the key principles of business needs and their activities in relation to infrastructure in all areas of Service Management. This awareness allows the business service management to ensure an effective relationship, interface and delivery, aligned to business services in order to maximize the benefits to the business.
The objectives of the Business Perspective are:

• Allow IT staff to understand how it can contribute to the objectives of business; 
• Allow IT staff to deliver / improve IT services to support the objectives of the business;
• Allow IT staff to assist the business to maximize the use of IT;
• Enable a culture complementary and integrated with the business 
• To influence, innovate and enable the Change (Change) to benefit the business; 
• Alignment of IT with the business.
  

An effective process that ensures IT services are aligned to business requirements and also that the principles and activities of the supplier base to support this alignment and support. It is therefore essential that they be built partnerships between IT and the business and IT and its suppliers, to ensure that it develops an IT organization led by business.
To be effective, this approach should consist of a series of processes that aim to align the business and IT for achieving this alignment is necessary to consider a number of key areas and roles of the process:

• Business Relationship Management - BRM; 
• Supplier Relationship Management - SRM; 
• Review, planning and development of IT; 
• Report, training and communication of IT
  

The development and care of relations with customers are always an important topic for all organizations. It is important for providers of IT services to develop relationships with their customers and business manager. It is equally important to develop relations with their major suppliers, especially in cases where aspects of service are awarded on outsourcing to these suppliers and they have a direct impact on the quality of service provided to clients and business.
The preferred method for achieving this is to establish processes for Business Resource Management - BRM - Supplier and Resource Manager - SRM. It is crucial that people who work within the process of BRM appreciate the value of IT and its role within the value chain of business and advertise it and continually reinforce the message to align business and IT. The SRM has the need to ensure that supplier relationships are strengthened to benefit the business. This includes the recognition of the need for different types of suppliers along with the appropriate reports, a Catalogue Suppliers (Supplier Catalogue), the life of the contract, the integration of suppliers in the process “a complete cycle” of service management and administration the performance of suppliers.
Effective relationships at the operational level, tactical and strategic between business and IT, IT and its suppliers, can also ensure an effective and innovative use of IT to benefit, i.e.: Identifying new technologies, facilitating the transformation of business and satisfying the demands of business change rapidly and continuously increasing.
It is essential for IT organizations, the effort to align their organizations, the delivery and culture, as closely as possible to that of the business. A close alignment can lead to significant benefits for business, especially in areas such as "Continuity, Risk, Change and SLA", leading to an improvement in the supply and in achieving the objectives of business. It is necessary that the alignment starts from the top, with the alignment of IT strategies, aligning the control and culture to those in the business. Therefore IT Management should review its organization and services with the business and improve the alignment through a program of Continuous Service Improvement Program (CSIP).
At tactical and operational level, in terms of managing the delivery of IT services, it must be considered the alignment and the involvement of business in all areas of the process within the Service Management. This ensures that "full cycle" integrated processes give benefits of synergy and partnership throughout the organization.