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7 Posts authored by: ttucker Employee

2016 was a banner year for Technology Business Management (TBM) standards and best practices. We published the first ever book fully defining and explaining TBM. We concluded the Federal IT COST Commission in the United States and issued our final report, detailing a federal version of the TBM Taxonomy along with 21 recommendations for applying it in federal agencies. And we formed the Board Committee on Standards, otherwise known as the Standards Committee, which then reviewed, edited, approved and launched version 2.0 of the TBM Taxonomy (more about this in a moment).


The Standards Committee is comprised of two co-chairs, fifteen voting members from industry, three non-voting members and support from Apptio as the technical advisor and the TBM Council:


  • Chairs:
    • James LaPlaine (laplaine), CIO of AOL,
    • Rahul Auradkar (rahul), VP of Products at Apptio
  • Voting Members:
    • Gboyega Adebayo (Gboyega Adebayo), Business Analyst/Lead TBM, Fannie Mae
    • Anthony Agent (Tony Agent), Director TBM, Marriott
    • Tanya Arthur (Tanya Arthur), Associate CIO & VP ITS Business Operations, Catholic Health Services
    • Arthur Borges (Arthur Borges), TBM Office Manager, ExxonMobil
    • David Draper (David Draper), SVP - IT Reporting and Planning, BB&T
    • Mary Griffin (The specified item was not found.), Business Financial Officer, MasterCard
    • Lee Jaffe (Lee Jaffe), Sr. Director Finance/Controller, ADP
    • Kris Krishan, VP, Enterprise Applications, Genesys
    • Eric Merkle (Eric merkle), Principal - Service Management, MetLife
    • Jason Pacynski (Jason Pacynski), VP, Global IT Finance, Edelman
    • Robert Roffey, Director, Advanced Services, Cisco
    • Harkeeret Singh, Senior Director, Technology Strategy, Thomson Reuters
    • Brian Wolk (Brian Wolk), Sr. Manager, TBM Office, Cox Automotive
    • Phillip Zeringue (Phillip Zeringue), Director, IT Applications, APS
  • Non-Voting Members:
    • Rob Breakiron (Rob Breakiron), TBM Advisor, KPMG
    • Alex Manders, TBM Practice Lead, ISG
    • Megan Sikora (Megan Sikora), Director, IDRB, General Services Administration
  • Council Officers and Advisors:
    • Ed Hayman (Ed Hayman), TBM Architect, Apptio
    • Todd Tucker (Todd Tucker), GM, TBM Council
    • Corrine Stratton (The specified item was not found.), Program Manager, TBM Council


The group met several times in person and many more times virtually to bring v2.0 of the taxonomy to fruition. In doing so, they submitted over 230 comments and changes to v1.0 and made 60+ decisions by vote. The result was a taxonomy that includes changes to previously approved Cost Pools/Sub-Pools and IT Towers/Sub-Towers. However, the bulk of the work focused on Services. In the end, the taxonomy includes six Service types (End User, Business Application, Delivery, Platform, Infrastructure and Emerging) along with 22 Service categories and dozens of Services names in the standard taxonomy. Of course the standard taxonomy is designed to be flexible and extensible in order to meet most (all?) corporate IT environments. You can find the full specification of v2.0 here (members only).


This work and the committee itself provides a solid foundation on which to build. And build we shall. Based on feedback from the committee members at our meeting in San Diego (at TBM Conference 2016), and input from our board members and other stakeholders, we anticipate focusing further on the TBM Taxonomy, incorporating standards for industry verticals and/or smaller enterprises. The group would also like to spend time on metrics for managing and communicating business value. 


We'd love to hear what you would like to see? What standards would help you in leveraging TBM? How would you like to be involved and contribute?


In the meantime, have a wonderful end to your 2016. May your business and your team end the year strong, with momentum to carry you into 2017. We will do the same with the TBM Council.



This is once again a very busy and awesome time of year for us at the Council. We continue to make great progress in putting together an amazing global conference. But I know there are many of you who may be asking yourself, why should I attend?


With a little bit of tongue-in-cheek, here are my top 10 reasons:


10. San Diego is close to the border. Bring your family and head out of the country if you don't like the outcome of the election! (I'm kidding, you still have a few months to leave, but I promise we'll have a lot of fun that night with our annual awards.)
9. Speaking of awards, our annual Awards Ceremony is always a highlight of the year. It's like the Oscars for IT and finance leaders. We even have our very own auditing firm, KPMG!
8. Learn how FedEx optimizes its IT supply chain. FedEx's CIO, Rob Carter, will share his vision, and several of his team members will be sharing how they make it a reality with TBM.
7. See how AIG is instilling a Silicon Valley mindset in its technology division. TBM helps Global CTO Mike Brady make this happen.
6. Discover the future of TBM software and methodology. As the technical advisor of the TBM Council, Apptio will show where they are headed and why you should care.
5. Learn why two healthcare systems are moving to a chargeback model. In one innovative session, TBM leaders at Intermountain Healthcare and Ascension Health will describe how they've approached this transition and why. I heard them speak together earlier this year: it's a topic worth seeing, even if you're not in healthcare.
4. Three fascinating CIOs will share how they advance business value with TBM. You'll hear how they've reshaped their teams, focused on strategic priorities including adopting the cloud and accelerated innovation. Cool stuff.
3. Learn how TBM is being used to fight the war on cancer. Seriously, we have execs representing three different cancer-fighting centers talking about how they use TBM to improve value. And value means fighting cancer!
2. Cruise the San Diego Bay! We've got a lovely evening planned for Wednesday.
1. Get certified in TBM! The TBM Council is launching its TBM Certification program at this year's conference. Learn more at


Why register today? There is a $500 discount available for a limited time! Learn more and register at


I look forward to seeing you in San Diego!


Celebrating Success

Posted by ttucker Employee Apr 1, 2016

Yesterday I got news that Suzanne Chartol Suzanne Chartol was named on of D.C.'s Top 50 Women in Technology for 2016 by FedScoop. Suzanne serves as the federal program director for the Council, and also works with a few agencies on their TBM implementation. She was nominated for this list by one of the Federal CIOs who has been involved in our Federal IT COST Commission. The reason: she has executed the commission's charter, collaborated with our work stream leaders and CIO stakeholders, and driven recommendations for Federal CIOs to help them improve value-for-the-money and comply with FITARA.


I'm proud of the work she's done and this recognition and wanted to share it with the TBM Council community as well. If you know Suzanne, please be sure to tell her congratulations. If not, you should get to know her!

Data-driven culture is a hot topic. As I was writing my previous post, I came across another article on the topic entitled, "Cabinet Office minister Matt Hancock calls for 'data culture' across government." The article describes how UK Cabinet Office minister Matthew Hancock has called for a “data culture” across government to help make better decisions on where best to spend money on an austerity budget.


Using data to make better decisions on where best to spend money on an austerity budget...sound familiar? It does to us, as it's a popular theme with CIOs who have adopted TBM. During the great recession, most IT budgets were cut, leading many CIOs to use TBM as a way to cut with a scalpel instead of a chain saw.


Even though the economy has improved, IT budgets remain austere. But there is a strong emphasis on improving value and investing wisely to create growth, improve customer retention or cut operational costs. The UK article hints at ways that IT leaders also can do this:


Hancock said the government is adopting an “invest to save” approach, where money is spent only if it delivers savings. He said using big data and data science is critical to making sure the money is spent effectively.


“To have an effective invest-to-save proposition, it’s critical the data demonstrates you’re going to get the savings. This is one of the really exciting opportunities for the use of big data that unlocks these sorts of propositions. You can be much more scientific using data science on the likelihood of how you get success,” he said.


While TBM might not qualify as "big data," it certainly exploits data to make similar types of decisions. TBM integrates costs with the consumption of resources, applications, and services, and often marries those facts with quality metrics. This unique combination helps businesses decide where to save and where to invest.


For an example of this data-driven decision making, Carl Stumpf and his team at CME Group partnered with his tech leaders to use these metrics (e.g., cost, utilization, consumption, satisfaction) to change the way they manage peak demand. Watch him tell the story in this 2014 TBM Award video:



We'd love to hear how others have used TBM to create a data-driven culture. What's the best way to do that? Submit for a TBM Award! If you're a finalist, we'll help you tell your story to the rest of the TBM Council community.

In a recent CSC World article entitled "6 Survival Strategies for CIOs," CTO Dan Hushon writes that CIOs should make data-driven decisions not just about the business but about IT:


"Many firms say they are data driven, but their big data projects focus on customer acquisition. How many perform deep analytics and root cause analysis on their core systems, for continuous improvement? As CIO, you need to put the right metrics behind your progression toward innovation.


"Create a culture that holds itself to a quantitative discipline and establish relevant key performance indicators (KPIs). For example, your goal might be: This year, we’ll spend 30 percent of our time and budget doing something new. If you establish such a goal and can produce results on your investments in innovation, more funding will follow."


This reminds me of an often overlooked fact of TBM: it helps improve data, but not just for managing the business of IT. Instead, by putting dollar amounts on all sorts of data, such as IT assets, CMDB, user entitlements, time tracking, personnel records, utilization data, incidents and more, TBM helps IT improve the overall quality of management data. This has benefits far beyond traditional TBM use cases.


I'll give you an example. One of our Oil & Gas CIO members recently told me how TBM helped improve their user entitlement data. His team discovered that by using entitlements to allocate application costs back to the business units, the business units took notice of their entitlement data. In turn, they helped fix the entitlement errors, such as records that weren't updated after an employee transfer or termination. As a result, the company arguably reduced its risk, improved compliance and made it easier to manage software licenses.


In another example, a Fortune 500 insurance provider CIO found that TBM helped them prioritize their data quality work. By putting a dollar figure on their data, they discovered where to focus. Instead of focusing on data quality problems that represented smaller costs, they focused on those that represented the bigger costs. As it turns out, the bigger costs also represented their most important business applications, assets and labor pools.


Many CIOs tell us their data is bad. They believe this inhibits TBM. But it also inhibits being a data-driven IT organization. No IT leader should think that improving data quality is a TBM problem; it's an IT management problem, and one that impacts IT's ability to deliver efficient and reliable services. TBM helps overcome the IT data quality problem in more ways than one, while providing the more direct benefits associated with TBM.


In our metrics work, we've hypothesized that TBM data quality is an indicator of IT transformation. IT organizations that are well managed, highly automated and data-driven will have good data. In turn, their CIOs foster a data-driven culture. We believe this is more than just a survival skill; executives like Rebecca Jacoby at Cisco, Larry Godec at First American, James LaPlaine at Aol, Debra Bailey at Nationwide Building Society, Carl Stumpf at CME Group and many others use data to thrive in their roles by making a difference for their businesses.

The second European TBM Summit drew a stellar line-up of IT executives from the world’s largest brands including The Coca-Cola Company, Shell International, Bank of America Merrill Lynch, Nationwide Building Society, AXA Investment Managers, Royal Sun Alliance, Citrix and Gazprom Marketing & Trading to London’s stunning Institution of Civil Engineers and Westminster Abbey. An audience comprising over 200 of the most senior IT decision-makers in Europe were treated to a feast of world-class thought leadership delivered by those best qualified to do so, their peers. The slideshow below captures moments from this amazing event.

Delegates heard how and why Technology Business Management was driving wholesale strategic change, some frank discussion on bringing boards along on the strategic journey to TBM and details on the upside for organizations using the transparency of TBM to drive competitive advantage. For those, unable to join on the day, here are some of the highlights:

  • TBM Council President Chris Pick, kicked off proceedings by reiterating the three TBM Council mandates; to educate, build standards and foster collaboration and peer networking. He also announced how key deliverables like the TBM framework, the TBM Index and TBM taxonomy and more were all now available on the new TBM Connect online community.
  • Nationwide Building Society CIO Debra Bailey deployed TBM to support a service and digital transformation. With TBM, Debra has delivered a cost-optimized and tiered service catalogue to give her business partners real choices. TBM enables a more effective supply chain for her as well as a commercial view of innovation spending. Lesson: TBM accelerates service transformation.
  • AXA Investments Managers CIO Hervé Morel-Derocle employs TBM to create an integrated ecosystem for managing all of the business. TBM has also facilitated a culture of shared responsibility on cost and driven teaming across the business. Lesson: TBM helps change the culture to be cost-conscious.
  • Shell Global IT4IT and Cost Performance Improvement Manager Mary Jarrett is driving IT cost optimization and making TBM sustainable based on business outcomes. Lesson: TBM is a long-term initiative with significant gains along the way.
  • Bank of America Merrill Lynch Managing Director Mohit Sarvaiya leveraged TBM to power the bank’s cost improvement initiatives of expense management, volume reduction and IT service delivery. Lesson: TBM helps optimize costs after major business events, such as economic downturns and M&As.

The afternoon breakout sessions provided more in-depth exploration of the practicalities of TBM with sessions on IT Planning, operationalizing TBM within the organization and making it “the new normal”. For those of you interested in our standards-related work, I shared an update on the CIO Business-Value Metrics.

And of course, what started at TBM Conference 2014 and is fast becoming a tradition for TBM Council events, we held a series of PechaKucha-style presentations covering key TBM areas including data, the Apptio TBM Unified Model (ATUM), saving costs without stifling innovation and more.

Apptio CEO Sunny Gupta moderated a panel on Transforming IT for Business Growth with senior IT and Procurement leaders from Gazprom CIO Rob Pringle, RSA Insurance Chief Procurement Officer Andrew Cameron and Citrix VP of Infrastructure & Service Delivery Martin Kelly. They all shared why TBM was important for their businesses, and the importance of getting started no matter how mature your IT organization is.

Discussions continued in the thirteenth century Cloisters of Westminster Abbey, where attendees representing the leading lights in the fast-evolving world of TBM, reflected just how pervasive TBM has become in just 12 months.

I want to once again thank our speakers, who did a wonderful job and are leading the TBM movement in Europe. And of course we couldn’t do this without our partners and sponsors like KPMG, ISG, Cherwell, Deloitte and Ellix. We look forward to seeing you all next year!

As you may have seen, I have accepted a new role with the Technology Business Management Council -- General Manager. This means I'm now responsible for its entire mission which spans delivering Standards, Education and Collaboration for CIOs and their peers on managing the business of IT. It's a very exciting time in my career, and I appreciate everyone's words of encouragement.

Taking this step caused me to think back to how it all began. One moment stands out for me: shortly after our founding the TBM Council as a non-profit organization back in 2012, I assembled a crack team of our principal members to discuss the TBM book and the TBM framework (see picture above). We had 18 PMs there: Chuck Niethold (VP of TBM at First American), Rob Webb (then CIO of Hilton Worldwide, now CIO at Etihad Airlines), Majid Iqbal (principal author of ITIL v3), Joe Rafter (now Sr. Director of Enterprise Change at PG&E), Chris Levitt (formerly CFO of IT at Con-way and now with Apptio), Tony Bishop (now VP of Global Enterprise at Equinix), Josh Sparaga (now VP of Technology Governance at Univision), Dan Cavey (now TBM Consultant at PNC), Susan Blew (then Senior Business Leader at Visa) and many more.


We had a very productive meeting. But what I recall most was the shared sentiment, that we're all in this together. In fact, during our introductions at the start of our two days together, after several executives shared their reason for participating in the TBM Council, Sue said, "I feel like I found a home. This is my band of homies." Of course, we chuckled, but we all felt it rang true: everyone in the group was in a similar situation.

What was that situation that brought us together? They said things like:

  • Value is elusive -- it's not only hard to show value but it's also hard to make the tradeoffs that are needed to improve it.
  • We're a shared resource, but the business consumes IT as if there weren't any limits (i.e., unchecked demand is a problem).
  • After years of cost-cutting, it's getting very hard to find increased efficiencies and yet we're facing top-down budget cuts.
  • We don't have the capacity to innovate so we're seen as the department of no.


To my group of PMs, these weren't just problems for their companies; they were problems they personally wanted to solve. They had (and still have) a passion for fixing them.

We're still working on these problems, but we've accomplished a lot. We ratified and introduced the TBM Framework, published a first-of-its-kind TBM iBook (with lots of videos and rich media tools), launched the TBM Index to measure TBM maturity, and delivered the first ever TBM taxonomy to provide a "Rosetta Stone" that translates between finance, IT and business.  We've also launched a series of work groups for CFOs of IT, infrastructure leaders, strategy and planning professionals and executives in key vertical industries. And after two global annual conferences (plus regional summits), we've grown our general membership to more than 1,650 IT, finance and business leaders.

All of this has made a difference. To see it, just watch the videos of our past TBM award winners. You'll hear how CME Group used facts to reduce the cost of peak demand; State of Washington signed TBM into law to drive the efficiency of agency IT spending; Nationwide Building Society improved innovation and the delivery of shared services to its business and its customers. We've also heard how Kaiser Permanente shifted money from infrastructure to improving teleneurology and neonatal intensive care and First American shifted money to customer-facing technologies as the real estate market picked up again. You can see it's not just about cost-cutting; it's about value for the money and managing both the supply of and demand for IT.

So I'm super proud to be part of this group and to be named the General Manager. I will do everything in my power to keep connecting smart people, capturing the collective knowledge, and helping others apply TBM to address their own challenges. After all, when you join the Council, you join our band of homies.

Membership in the TBM Council is free and open to any qualified IT, finance or business leader who wants to learn more about TBM or contribute to our mission. Please contact me if you want to participate.