A collecation of frameworks that I’ve come across that help cast light on the journey to IT 2017.
I was introduced to the phenomenon of Business-IT Convergence in the late 1980’s by one of the world’s leading IT thinkers and teachers—Professor James Cash, then Professor and Senior Associate Dean at Harvard Business School. I had just delivered a presentation about Business-IT Alignment to an audience of CIOs. The presentation was well received, and […]
While establishing robust Service Management discipline is essential 'table stakes' for an IT organization with low supply maturity (i.e., one that is not good at keeping the proverbial 'lights on and trains running on time') it does not address the most important and powerful capabilities for driving business value realization from information and IT. And while ITIL® can be an effective framework for establishing good Service Management discipline, the ITIL framework describes BRM from a mostly tactical and operational perspective—a woefully restricted flavor of BRM compared to that described by Business Relationship Management Institute (BRMI) and embodied in the APMG-International accredited Business Relationship Management Professional® and Certificate of Business Relationship Management® training and certification. BRMI's Business Relationship Maturity Model defines five levels of relationship maturity. ITIL focuses on reaching Level 3—Service Provider. This is certainly significantly better than an Ad Hoc or Order Taker relationship, but should not be the ultimate relationship ambition, and should not be the primary focus for the BRM.
Some years ago it seemed that much of my management consulting work was helping large, complex corporations implement some form of global shared business services. This was always challenging, disruptive, but ultimately fascinating work. There were always significant benefits to be had (cost savings, service improvements, increased leverage and collaboration) and in some cases, figuring […]
Once again, I’m posting in response to a reader’s emailed question. The reader wrote:
While trying to understand the difference between Demand management, Portfolio Management and Project management from an IT Infrastructure Service delivery perspective, I stumbled upon your blog and found some interesting reads. Could you please share your thoughts on how to define Demand […]
This is the 3rd in a series on assessing IT Capabilities. (See Part 1 and Part 2)
A Quick Recap
Part 1 introduced some assessment principles I’ve found to be important. Part 2 defined the term IT Capability, presented a potential landscape, or normative model, if you will, for IT Capabilities, and discussed ways to determine what […]
This will be the first in a series of posts about assessing the “goodness” of IT capabilities, both in terms of your current state (how good your IT capabilities are) and ‘desired’ state (how good they need to be). We will get into the dimensions of ‘goodness’ as well as assessment methods.
I’ve been designing and […]
COBIT is described by its creators, ISACA, as a “Framework for IT Governance and Control.” Celebrating it’s 15-year anniversary, COBIT provides an excellent framework for helping bring IT under control. In ISACA’s own words:
COBIT is an IT governance framework and supporting toolset that allows managers to bridge the gap between control requirements, technical issues and […]
This is a guest post by my valued and esteemed colleague, Roy Youngman. This appeared this morning on his blog, and I loved it, so invited him to re-post it here. Enjoy!
Half-Full Stadiums and IT Effectiveness?
I heard something on the radio the other week that I thought was clever and interesting. I was driving […]
This picks up on Part 1, Part 2 and Part 3 in this series on IT Organizational Clarity.
In Part 1, I discussed the importance of IT Organizational Clarity, the symptoms when clarity is compromised, and the challenges of trying to address those symptoms rather than the root causes that lead to compromised […]