Technology Business Management

Technology Business Management (TBM) is a value management framework used by chief information officers (CIOs), chief technology officers (CTOs), chief financial officers (CFOs) and their teams for data-driven decision making about IT initiatives. Organizations are using the TBM framework to manage, plan, and optimize costs, value, and quality of all technology investments. Here are my articles related to TBM, including a 12-part series on how to implement TBM.

Be Curious - A Statement of Culture: TBM Part 12

Mental Effort Archive

Be Curious - A Statement of Culture: TBM Part 12

There is an essential element of culture that aligns with IT transformation; creates happier, engaged employees; and establishes a sense of purpose. This element is the willingness and drive to Be Curious.

Lucky Number 8: TBM Part 11

Mental Effort Archive

Lucky Number 8: TBM Part 11

Breaking our IT budget into eight categories that best represent our diverse portfolio allows us to manage each segment independently, while still providing a view on overall IT spend.

Organizational Charts Should be Written in Pencil: TBM Part 10

Mental Effort Archive

Organizational Charts Should be Written in Pencil: TBM Part 10

Periodic reviews of the IT org structure can be an effective way to align IT staff with business initiatives. I find it is best to construct the desired org structure without slotting the existing staff. Then begin to fill in the chart with individual names based on their unique skills.

IT Transparency Leads to IT Value and Increased Influence for CIOs

Mental Effort Archive

IT Transparency Leads to IT Value and Increased Influence for CIOs

The IT organization sits at the intersection of all corporate technology decisions and consumer delivery, perfectly positioned to have a pan-company view on broad categories of value, efficiency, and innovation.

Eventual Consensus, Iteration, and Being Manic: A Map to Building an IT Financial Model: TBM Part 9

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Eventual Consensus, Iteration, and Being Manic: A Map to Building an IT Financial Model: TBM Part 9

This article provides 10 answers to the question, "How do I get started building and IT financial model".

It's More Than a Model: TBM Part 8

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It's More Than a Model: TBM Part 8

Running IT like a business requires you to leverage the creditability you have gained in building, evangelizing, and educating leadership about the model and the value IT provides to push the business forward.

Lessons from AOL's TBM journey: TBM Part 7

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Lessons from AOL's TBM journey: TBM Part 7

Many companies have historically viewed central technology as a cost of doing business, one without offsetting revenue targets. Managing costs are clearly important to a business, yet must be balanced with the value the services provide to an organization.

The Model Flywheel: TBM Part 6

The Model Flywheel: TBM Part 6

IT is the engine that needs to turn for our business to be successful, and in so many ways, we're the flywheel at the center of our products and services.

Goals of an IT Financial Model: TBM Part 5

Goals of an IT Financial Model: TBM Part 5

Here are 8 goals for creating an IT financial model: 1. Most Financially Transparent Organization at the company 2. Represent The Real Cost of Technology 3. Provide Value 4. Map Costs to a Service Catalog 5. Be 100% Data Driven 6. Limit Caveats 7. Hit Your Monthly Deadlines 8. Drive Accountability

Start with a financial model: TBM Part 4

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Start with a financial model: TBM Part 4

Building an all-inclusive financial model for IT is the first step on the path to running IT like a business. Get it right, and you will forever change the course of the company. Get it wrong, and … well ... we can't afford for you to get it wrong.

Addressing Technology Misconceptions: TBM Part 3

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Addressing Technology Misconceptions: TBM Part 3

As a technologist you have experience and knowledge that business leaders in other areas won't. What you perceive when merging your observations with this knowledge may be vastly different than the perceptions that others form about your work.

Moving IT from Cost to Value: TBM Part 2

Technology Business Management

Moving IT from Cost to Value: TBM Part 2

Over time, continuous cutting of IT budgets will cause the misconceptions about IT to become realities.