Where does Business Technology Management (BTM) fit?
Most companies employ a number of methodologies and techniques to improve business and technology alignment. While many of these methods have acknowledged strengths, they typically represent piecemeal solutions. Disparate islands of practice exist within the technology management domain, particularly in the areas of operations and infrastructure. These range from the Project Management Body of Knowledge (PMBOK) and Balanced Scorecard to the Software Engineering Institute's Capability Maturity Model (CMM). However, none of these approaches focuses on integrating and enabling the capabilities necessary to achieve strategic business technology management and the sustainable value that follows. The danger of relying solely on "downstream" technology management methodologies is that by the time alignment problems become apparent, they may be irreversible. Furthermore, when methodologies are borrowed from the business domain, there are often deficiencies with respect to focus, goals/objectives and adaptability. For example, Balanced Scorecard is a performance measurement methodology originally designed for the HR function, and Six Sigma is a quality improvement methodology first applied to the manufacturing function. These methodologies are often applied to technology operations with varying degrees of success, but they may not be comprehensive enough to address the unique needs of business-technology integration.

BTM addresses this challenge by providing a set of guiding principles around which a company's practices can be organized and improved. It harmonizes and integrates and elevates previously isolated tools and standards for "IT" management to deliver a seamless strategic management approach that begins with the concerns of Board and CEO and connects that all the way through business technology investment and implementation.


[edit] BTM alignment, synchronization and convergence
Many enterprises perceive the alignment of business technology with the business to be a sort of management "Holy Grail". From a BTM perspective, alignment can be defined as a state where technology supports, enables, and does not constrain the company's current and evolving business strategies. It means that the IT function is in tune with the business thinking about competition, emerging threats and opportunities, and the business technology implications of each. Technology priorities, investments, and capabilities are internally consistent with business priorities, investments, and capabilities. When that's the case, the company has reached a level of BTM maturity that relatively few have achieved to date. Alignment is a good thing, and sometimes sufficient to serve a particular business situation.

There are other higher states to consider however, and for some enterprises, synchronization of technology with the business is the right goal. At this level, business technology not only enables execution of ...

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