IT Relationship Management Roadmap
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The document outlines the need for effective IT relationship management, emphasizing better coordination between IT services and business clients, improved communication, and the role of IT relationship managers. Key responsibilities include understanding client needs, facilitating IT service delivery, and enhancing strategic alignment between business and IT. Challenges include the complexity of communication and the necessity for a clear governance structure within IT projects.
IT Relationship Management Roadmap
- 1. IT Relationship Management Roadmap Mark T. Edmead Email: [email protected] web: http://www.mteadvisors.com (c) 2010 MTE Advisors 1
- 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. ∗ 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. ∗ IT Strategy ∗ Project Management ∗ Business Analysis ∗ Marketing Communication ∗ Contract Negotiations ∗ Match Making ∗ Ambassador ∗ Translator (c) 2010 MTE Advisors 4 Relationship Management is:
- 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. ∗ 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. ∗ 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. ∗ 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. 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. ∗ 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. ∗ 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. ∗ 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. ∗ 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. Contact Information Mark T. Edmead Email: [email protected] Web: http://www.mteadvisors.com (c) 2010 MTE Advisors 14