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What Cost and Performance Perspectives Are Needed for TBM?

Blog Post created by tbmcouncil Employee on Feb 2, 2015

If you’re already on the Technology Business Management (TBM) journey, you’ve almost certainly had to decide on the reports, dashboards, and analyses that your people need to make better decisions. Indeed, the ability to make faster, fact-based decisions about how to optimize run-the-business spending and get more out your innovation dollars is largely what TBM is all about. But what decisions do you need to support? Who makes those decisions? And what information do they need?

 

The TBM Council discusses these very questions in chapter three of the TBM eBook (Technology Business Management: How Innovative Technology Leaders Apply Business Acumen to Drive Value). While we recommend that TBM leaders read the eBook, we’re also delivering condensed “management summaries” for you to share with your colleagues and business partners. The next installment in this series of management summaries, which is now available, focuses on these important questions in relation to the four types of decision-making capabilities defined by the TBM Framework.

 

For example, the “optimize cost-for-performance” decision-making capability depends on making informed tradeoffs between cost, performance, capacity, and more. To make these tradeoffs, our decision makers need a supply-side view of their services, projects, and technologies. However, they also need to understand demand and utilization. The remaining three decision-making capabilities defined by the TBM Framework depend on other, different perspectives. In chapter three of the eBook, and in the first of the three management summaries, we discuss the supply- and demand-side views that are needed for all four types of decisions.

 

Figure 1: Service owners need views to help them optimize cost-for-performance of their services.

 

Use the management summary to share these lessons with others in your organization. We especially recommend it for your corporate finance partners, who can use it to understand why you are transforming their corporate financial data into different views. You may also want to share it with your service owners, application owners, portfolio managers, operations analysts, and other stakeholders, who may need a unique perspective of cost, performance, demand, and utilization.

 

Keep an eye out for our next management summary, covering the second part of chapter three, which explores how to use models to transform your data. You can find all of the management summaries here as they are published.

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