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business units) can differ in their specific IT requirements and optimization strategies, most could
business-IT alignment and provide context for IT investment priorities. Once this agreement is achieved, the
pinpointing areas for improvement. These improvement areas can be narrowly or broadly defined; most
ments; the corporate view of IT is in terms of organizational efficiencies; IT investment decisions are based on
portfolio management of applications within a process.
Technical domains
Computing systems and storage The server, desktop
ness applications.
Applications and data The portfolio of business applications
and data used to manage operations and achieve com-
petitive advantage.
Network Voice and data networks, including wide
area, local area, wireless and other technology intercon-
nection capabilities.
Management domains
A value primer
firms customers.
business benefits.
ing enterprises:
Connect IT services to their specific contributions
to business value.
Assess the potential business impact of
infrastructure investments.
Leverage IT to enable revenue growth and
increase competitiveness.
Discern which IT elements support specific
business results.
Achieving a data-driven roadmap to value: The IVM framework
In the IT Value Model, IBM defines IT as a fabric of
processes, technologies and organization that supplies
or supports IT services. As a part of any value-based
optimization initiative, IBM consultants assess the maturity
of an enterprises IT fabric in the context of its strategic
intent and status (the provider profile) and its structure
(business process integration). Enterprises can, in turn,
articulate the current state and value of their IT infrastructure, and compare that status to desired state data.
IT environment
10
Conclusion
at the lowest possible costs for the given IT strategy;
operating consistently.
IVM and can help you identify and leverage your most
representative, or visit:
11
ondik@us.ibm.com
Ibid.
G510-3887-00