Discover Performance Blog
Welcome to the Discover Performance blog, a resource for enterprise IT leaders who share a passion for performing better. Here you’ll find strategic insights and best practices from your peers as well as from HP’s own practitioners who help others define, measure and achieve better IT performances.

IT value chain: requirement to deploy

R to D.pngThe requirement to deploy value stream is concerned with how well IT manages the creation and delivery of new or modified applications—in other words, strategic demand. The goal for this value stream is to maximize the business value delivered by IT. Given this, the focus is on value optimization, which starts by ensuring applications align to their business goals and objectives. To achieve this, IT must deliver applications that meet their requested, approved requirements, as well as strategic non-functional requirements. To make this happen, IT leadership needs to manage the quality of the requirements process, establish predictability in programs and project execution, ensure end-to-end quality is delivered, and deliver application performance in accordance with the service-level agreement (SLA). The question here is, are people creating SLAs during service design, and how well do these agreements reflect real business needs versus IT needs? Let’s review the goals for requirement to deploy and the metrics that will tell you whether you have achieved success with this value stream.

IT Value Chain: The Strategy to Portfolio Value Stream

S to P.pngI heard a leading analyst once tell a group of IT professionals that they do not work in IT, but rather the business of their firm—banking, insurance, manufacturing, etc. Do you feel this way? If so, the strategy to portfolio value stream should be important to you. The goal for this value stream is to derive an IT strategy and a service portfolio that optimize business advantage. This value stream is focused on IT strategy creation as well as ongoing governance of the planned and operationalized service portfolio. From a functional perspective, the first steps in this value stream involve creating an IT architecture and evaluating incoming demand. This next step involves breaking the incoming demand into strategic and operational components, with strategic demand being all the new stuff and operational demand being requests for the existing stuff. Given this, this value stream is concerned with the portfolio’s quality of management, the innovation that is being produced for the portfolio, the quality of new solutions being identified, and the effectiveness and efficiency of spend for services and innovation.

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About the Author(s)
  • Alec Wagner is a longtime writer & editor, enterprise IT insider, and (generally) fearless digital nomad.
  • Lending 20 years of IT market expertise across 5 continents, for defining moments as an innovation adoption change agent.
  • This account is for guest bloggers. The blog post will identify the blogger.
  • I'm the community manager for Discover Performance and have been a writer/editor in the technology field for several years.
  • Mike has been with HP for 30 years. Half of that time was in R&D, mainly as an architect. The other 15 years has been spent in product management, product marketing, and now, solution marketing. .
  • Paul Muller leads the global IT management evangelist team within the Software business at HP. In this role, Muller heads the team responsible for fostering HP’s participation in the IT management community, contributing to and communicating best-practice in helping IT perform better.
  • Rafael Brugnini (Rafa) serves as VP of EMEA & APJ for HP Software. Joining in 1996 and has more than 20 years of knowledge and experience linked to HP. He resides in Madrid with his wife and family, and in his spare time he enjoys windsurfing.
  • Evangelist for IT Financial Management (ITFM), IT Governance and IT Portfolio Management, consulting IT organisations for Close to 15 years on principles of good governance.
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