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Seven Steps For Developing Process-Oriented Portfolios Of Business Technology Services

How To Better Manage Complexity And Keep It Under Control

April 22, 2011

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Authors

  • By Alexander Peters, Ph.D.
  • with Connie Moore,
  • Andrew Magarie

Why Read This Report

Most organizations do not effectively align their business process management (BPM) and IT functions to control the increasing complexity that multifaceted, cross-functional processes and increasingly sophisticated business technology (BT) creates. To create this alignment, organizations need to implement or improve their demand management (DM). Forrester defines DM as an enterprisewide optimization approach for business processes and technology usage. A business process-oriented portfolio of BT services is a critical resource for DM, providing basic decision-making information for aligning BPM services and IT services with business processes. Forrester's seven steps for the development of process-oriented portfolios of BT services range from formalizing IT-business communications to calculating the total cost of BT services per business process. The practices themselves may seem obvious — but realizing them requires both organizational changes and time.

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Tools And Templates

Models and Calculators

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  • IT's Relationship With The Business Is Broadly Aligned In Most Organizations
  • Many IT Executives View The Business Process-Based Model As The Future Of IT
  • Most Current BPM Change Initiatives Are Not Very Mature

Table of Contents

  • BPM And IT Need A Common Management Framework And Information Base
  • Seven Steps To Developing A Business Process-Oriented Portfolio Of Services
  • WHAT IT MEANS

  • Business Process Portfolio Management Centers On Transformation
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