CMMITILCOBITProcessAlignment

CMM ITIL COBIT Process Alignment

A common strategy today is to align your business processes in the Information Technology function with process models and methodologies, such as CMM, COBIT, and ITIL.  This is called CMM ITIL COBIT Process Alignment. All are excellent choices for achieving best practice performance and many success stories reveal excellent benchmarks from CMM ITIL COBIT Process Alignment strategies.

Management agenda is different for each of the three value configurations, and that the management agenda helps identify opportunities for new types of information systems for CMM ITIL COBIT Process Alignment strategies. The chains, shops and networks model also contributes to discussions of IT strategy, and its alignment with business strategy. For example, where a single business contains different configurations, the IT strategy must be aligned to the dominant value configuration of the business. And CMM ITIL COBIT Process Alignment strategies are no exception here.

As the pace of change in business increases, business risk is compounded by unaligned and rigid IT infrastructure. However, enterprises that incorporate business process fusion will see increased IT infrastructure flexibility that improves returns and risk, according to GartnerG2, a research service from Gartner, Inc.

Business process fusion is the transformation of business activities achieved by integrating previously autonomous business processes to create a new scope of management capabilities such as CMM ITIL COBIT Process Alignment strategies. It will drive stronger alignment of IT with core business processes and provide linkage of operational and management processes with a true end-to-end scope. Business process fusion is not just another IT integration project. The objective of CMM ITIL COBIT Process Alignment strategies is to integrate business processes to create value, regardless of how or even whether, the underlying technology is integrated.

“When looking at business in its entirety, strategy-aligned change links with business process fusion to help overcome the disconnect between top-down policy, strategy, change and bottom-up infrastructure constraints we call the Grand Canyon of Strategy,” said Jorge Lopez, vice president and research director for GartnerG2. “This process coincides with the two things executives say are the most difficult to change: corporate culture and information systems. Using this approach improves business returns, resolves internal conflicts, reduces business risk and defines IT infrastructure.”

GartnerG2 analysts said that the precursors to business results are determining strategy, aligning and prioritizing changes, and developing systems requirements. Building on these changes and system requirements, business process fusion creates systems that enable end-to-end processes in the enterprise.

Process fusion enables accurate measurement and rapid alignment of IT to the process definitions that emerge from strategy-aligned and prioritized change to enhance the ability of the IT infrastructure to change. This approach increases agility by:

• Accurate definition of priority business processes from end to end
• Upstream notification of possible changes and the impact on the infrastructure
• The ability of the combined business and IT team to collaborate to perform complex changes in a timely fashion with quality

• Enhanced competency of IT to make change in its own infrastructure of business applications, software infrastructure, and physical and network infrastructure

By making the creation of process-supporting systems easier, process fusion can expedite the translation of new process requirements into information systems and reduce complexity of the IT infrastructure.