IT Relationship Management Roadmap


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IT Relationship Management Roadmap. How to align IT with the business. How can IT become a strategic partner to the business.

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IT Relationship Management Roadmap

  1. 1. IT Relationship Management Roadmap Mark T. Edmead Email: web: (c) 2010 MTE Advisors 1
  2. 2. ∗ Significant redundancies in technology and infrastructure ∗ Proliferation of shadow IT groups ∗ Ineffective and inefficient resource utilization ∗ Disparities in technical ability, standards, and support ∗ Business clients are confused by IT structure ∗ Many don’t know who to contact for what services ∗ Many not informed about IT policies, procedures or projects ∗ Clients don’t feel they are receiving appropriate service (c) 2010 MTE Advisors 2 Typical Situation
  3. 3. ∗ Better coordination between business clients and IT services ∗ More communication about IT processes, policies and services ∗ Advocate for locally directed IT services ∗ Centralized coordination but local implementation (c) 2010 MTE Advisors 3 What is Needed
  4. 4. ∗ IT Strategy ∗ Project Management ∗ Business Analysis ∗ Marketing Communication ∗ Contract Negotiations ∗ Match Making ∗ Ambassador ∗ Translator (c) 2010 MTE Advisors 4 Relationship Management is:
  5. 5. ∗ Responsible for managing key client relationships within the administrative divisions ∗ Plays a critical role in assuring close IT alignment between each division and IT services ∗ Each Relationship Manager works to understand the division's needs and plans and coordinates the delivery of IT services to meet those needs (c) 2010 MTE Advisors 5 The IT Relationship Manager is:
  6. 6. ∗ Organizer, negotiator, communicator ∗ Technical enough to have credibility with IT, but ∗ Able to explain things non-technically, and understand clients business at a high/strategic level ∗ Match relationship manager personality with clients (c) 2010 MTE Advisors 6 Relationship Management Skills
  7. 7. ∗ Provide comprehensive management of the client relationship ∗ Serve as a resource for connecting clients with the IT services they require ∗ Advise clients of available IT services ∗ Including new and changed service offerings ∗ IT policies and standards ∗ Identify opportunities for technology enhancements that serve the division’s business needs and strategic plans ∗ Facilitate project kick-off meetings ∗ Coordinate and facilitate resolution of technology issues, as well as IT-enabled workflow/processes issues ∗ Ensure that client-specific service level agreements are met (c) 2010 MTE Advisors 7 IT Relationship Manager Activities
  8. 8. ∗ Requires thinking differently about IT ∗ From order taker to strategic business partner ∗ Beyond the IT as an “overhead” expense ∗ Provides accountability ∗ Higher level of partnership ∗ Enhanced resource specialization ∗ Frees up IT staff to do technical tasks (c) 2010 MTE Advisors 8 Recognizing the value
  9. 9. Enablers Inhibitors Senior executive support for IT IT/business lack close relationships IT involved in strategy development IT does not prioritize well IT understands the business IT fails to meet its commitments Business - IT partnership IT does not understand the business Well-prioritized IT projects Senior executives do not support IT IT demonstrates leadership IT management lacks leadership (c) 2010 MTE Advisors 9 Enablers and Inhibitors Luftman, J. (1996). Competing in the Information Age: Practical Applications of the Strategic Alignment Model, New York: Oxford University Press.
  10. 10. ∗ Client buy-in ∗ Socialization process ∗ Support of IT management ∗ Need to be empowered to be the relationship manager ∗ Understanding of client’s strategic goals ∗ Visibility across the IT organization (c) 2010 MTE Advisors 10 Critical Success Factors
  11. 11. ∗ Ownership for hot issues in place ∗ IT: increased visibility into client strategic goals and priorities ∗ Increased client input into IT processes and policies ∗ More seamless rollout of IT Programs and initiatives ∗ Fewer surprises about new IT projects/needs (c) 2010 MTE Advisors 11 Positive Results
  12. 12. ∗ Change can be and is difficult ∗ Relationship management role is unclear or unknown ∗ Maintaining the client advocate focus and balance ∗ Requires a good deal of internal structure to support it ∗ Changing business initiatives/direction ∗ Cultural, political, organizational, interpersonal challenges (c) 2010 MTE Advisors 12 Challenges
  13. 13. ∗ Need to know it’s a different organizational model with organizational dynamics that have strengths and weaknesses ∗ Getting communication piece right is critically important ∗ Governance for projects and project portfolio must be clearly defined, documented, and communicated (c) 2010 MTE Advisors 13 Lessons Learned
  14. 14. Contact Information Mark T. Edmead Email: Web: (c) 2010 MTE Advisors 14