Initial Post 1:
Demand management is a multi-process to identifying various new ideas, projects, and needs
during the creation of a portfolio. Proper balancing in product and services with production ability,
including resources and supplies, is mandatory to control planning, production, and delivery, else
it might produce lack of resource management, poor quality in product, and finally customer
satisfaction (Gentle, 2007). The more the process can capture the real strategic commitment of the
organization and merge it with the past, ongoing activities, the more demand is a success factor in
building the correct portfolio. Demand management should be treated as a specific matter to
manage within portfolio management and assigned as a clear responsibility to a specific team.
Strategic initiative management is to prioritize and to fund IT investments at the enterprise
level. It is the administrative technique, and the ability to develop and implement new strategic
initiatives and change rapidly is becoming a key differentiator (Designing cost-effective demand,
1999). Organizations focus on defining major strategic initiatives, but many companies struggle
to implement those initiatives. Strategic initiative management helps to enable this by actively
supporting the implementation of critical vital programs by allocating enough budget for IT if
APM focuses on existing applications, unlike PPM does to their future projects, which tries
to balance expenses against the value (Caruso, 2007). APM helps an organization to reduce
operating costs related to technology as well as produce business value with proper staff and
maintenances needs. Determining and updating IT functions performance, shapes, used
technology, and cost improvement are processed by APM, which helps the organization to
accomplish its goal effectively.
Enterprise Architecture, the primary intent of EA is to create a secure connection between
technology and business EA is the key. To successfully execute on business strategies, the
organization must practice analyzing, designing, planning, and implementation, which are
significant parts of EA. There are many different suggested frameworks to develop an enterprise
architecture, as discussed later on.
IT must take responsibility and leadership in managing demands. The relationship between
IT and the business was not nearly as well established and lacked the requisite foundation of mutual
trust (Smith and McKeen 2010). It by and large have almost no comprehension of its interest and
supply chains, and would make some hard memories having the option to respond to critical
inquiries like, "What is as of now in the funnel?" or, "What do we need to convey throughout the
following a half year?" or, "What is our anticipated asset use for the following quarter?". One
organization mapped out a set of generic attributes for an effective IT–business partnership capable
of shaping demand for IT resources like, Relationship management, Leadership, Clear business
requirements, Marketing skills.
Governance & Transparency in every organization wants the business managers to manage
the IT demands, and business managers always want to control their business with technology. IT
managers are also motivated to provide a system that can help to accomplish the business
manager's requirements. Identifying both IT and business needs are in the governance mechanism.
Transparency and governance stay together. It is mandatory to understand the process by everyone
to manage the goal. Understand all information, raise the question when there are concerns, apply
them correctly for effective decision making.
Initial Post 2:
Demand management is the process an organization puts in place to internally collect new ideas,
projects, and needs during the creation of a portfolio. Demand management is successful when the
final output is useful to prioritize and select a valuable, strategically aligned portfolio (Designing
cost-effective demand, 1999). The more the process can capture the real strategic commitment of
the organization and merge it with the past, ongoing activities, the more demand is a success factor
in building the correct portfolio. Demand management should be treated as a specific matter to
manage within portfolio management and assigned as a clear responsibility to a specific team.
The critical organizational enablers for effective demand management are:
Strategic initiative management: For many businesses today, generally, only two things are certain:
uncertainty and an accelerating pace of change. In this environment, the ability to develop and
implement new strategic initiatives and change rapidly is becoming a key differentiator (Designing
cost-effective demand, 1999). Organizations focus on defining major strategic initiatives, but
many companies struggle to implement those initiatives. Strategic initiative management helps to
enable this by actively supporting the implementation of critical strategic programs by allocating
enough budget for IT if possible.
Application Portfolio management: Application portfolio management is like taking a proactive
approach to managing our wardrobe. That t-shirt we bought on impulse before arriving home and
realizing it does not match anything we already have? Chances are it is still gathering dust in the
back of a drawer. Things would have worked out better had we taken a more methodical approach.
For example, we could have looked at our existing clothes before we went shopping, identified the
gaps, and selected items to fill them. Coincidentally, it is the same story with enterprise
applications (Mariolis, Ntemiroglou & Soklis, 2018). As organizations grow, IT departments and
even individual employees buy applications to solve urgent problems without giving any (or at
least enough) thought to the implications. As a result, apps pile up that are difficult or impossible
to integrate with existing apps or other systems. Similar apps for completing the same tasks are
purchased multiple times. Others fall out of favor and are no longer used, but are still paid for, and
never uninstalled. Furthermore, still, others are bought and never used at all!
Enterprise architecture: Many organizations today are establishing an Enterprise Architecture (EA)
business function. However, the knowledge about enterprise architecture concepts, frameworks,
and processes within many organizations is still quite limited and at a low level of maturity. Very
often, there is a good understanding of the technology and infrastructure architecture and, to a
lesser extent of the application architecture but far less understanding of the enterprise architecture
discipline. According to many surveys, the majority of organizations usually choose to create their
own EA framework rather than adopt an existing one. The reasons for this vary, from the
requirement to support a service-oriented architecture, object orientation, and component-based
development viewpoints, to a pure desire to use different terminology that is tailored to the
language used within the organization (Baev, Aleksandrovna & Dzyuba, 2018). The purpose of
this EA Wiki is to provide organizations with a standard reference for the leading Enterprise
Architecture concepts, frameworks, processes, and best practices that can be used today to create
a tailored enterprise architecture.
Business IT Partnership: In order to manage the planning, production, and delivery, any adequately
run business has to be able to balance orders for its products and services (i.e., demand) with its
ability to produce them in terms of resource and scheduling constraints (i.e., supply). Otherwise,
it might produce too little of what is required, too much of what is not required, or deliver late, or
have problems with the product quality or customer satisfaction. The average IT department,
though not a business from a profit and loss perspective (the exceptional IT profit-center
notwithstanding), has a resource base comprising highly paid specialists, produces highly
sophisticated products and services, and has an annual budget of anywhere from two to 10 percent
of annual revenue. Nevertheless, it does an abysmal job of managing—when managing at all
necessary supply and demand (Grandzol & Grandzol, 2018). It generally has very little
understanding of its demand and supply chains, and would have a hard time being able to answer
fundamental questions like, "What is currently in the pipe?" or, "What do we have to deliver over
the next six months?" or, "What is our projected resource utilization for the next quarter?"
Governance and Transparency: There is growing recognition among enterprises of all types and
sizes that the key to getting great business results from IT is to run IT like a business. It is no longer
enough to focus on managing IT projects and outcomes. Executives are embracing IT governance
strategies that focus on the business outcomes of IT projects. They are keenly aware that
optimizing IT governance processes is a prerequisite for optimizing the business. Furthermore,
they are implementing IT governance solutions that can manage the priorities, processes, and
people needed to transform IT from a cost center into a competitive weapon (Dzyuba & Soloveva,
2018). Demand management, or the management of all the requests made to IT, is a core element
of IT governance and is, in fact, an excellent starting point for implementing a comprehensive
governance strategy. Many CIOs today view IT governance not as a "process" but as an iterative
cycle of planning and execution.
Initial Post 3:
For IT demand management, various processes are involved. To have organizational demand
management, five key enablers are used. Firstly, there is strategic initiative management that deals
with coming up with priorities on what is to be covered and funded. This process also involves
considering infrastructure projects and also providing governance and directions. Strategic
initiatives form a vital step because it gives the organization the required structure for alignment
of different activities (McKeen, 2015).
Secondly, is the application management portfolio. This capability deals with the existing
applications whereby assessment is done to find the business value of the applications. Other
factors to be considered include the usability as well as the technical value and obsolescence
(McKeen, 2015). The portfolio has to be adequately managed to facilitate productive
organizational activities. The application management portfolio helps an organization to avoid
redundant and duplication applications (Müller, 2015).
Thirdly, there is enterprise architecture that involves working with different stakeholders
in the company to provide a holistic approach to organizational strategy. This means that enterprise
architecture provides a platform for harmonizing business mission, processes as well as strategies
in the company. The architecture should support IT operations with the aim of satisfying business
needs (McKeen, 2015). Therefore, enterprise architecture can shape business demands and
strategies by bringing into folding technology to help in the processes. Fourthly, there is the
business-IT partnership in the company (Müller, 2015). The two should complement each other to
realize the goal of the company. There should be a utility, business as well as technological
partnerships. The business department can come up with the value for the organization while the
IT counterpart can come up with the metrics and assessment of different products and services.
Finally, there is governance and Transparency, and this implies that leveraging different
opportunities in the organization is crucial. Business cases should be developed to assess different
processes and technological costs. Paying for novel developments in the role of the business and
can include investors in the process. There should be a template for governance and value
deliverance by including the business as well as IT management in decision-making processes.
Transparency enhances a better understanding of the goals and strategies. There will be accurate
information being passed across the organization (McKeen, 2015).
Initial Post 4:
The critical organizational enablers for effective demand management;
Strategic initiative management: Sufficient funding of critical IT-related investments is very
primary for the success of any organization. Various projects usually need formal approval for
them to be executed. The necessary step undertaken to achieve all these is by ensuring that there
is effective management of various strategic initiatives. The process prioritizes the IT investments,
among other issues that are forming part of organizational operations. Subsequently, the capability
of a firm to increase the level of information technology demand is ascertained (McKeen & Smith,
2015). When strategic initiative management is not taken into consideration, the resultant
repercussion is always daunting and severe, whereby there the organization fails to carry out
Governance and Transparency: Both governance and Transparency are vital enablers for any
given organization to manage the demand for information technology efficiently. Proper
governance contributes immensely to ensure that accountability for various anticipated gains can
be associated with concerned stakeholders like the managers (McKeen & Smith, 2015). This
enhances the IT demand since convenience is created. Moreover, Transparency acts as a door that
allows for different parties in an organization to understand the concepts of information technology
for improved decision making.
Application portfolio management: Another enabler of managing IT demand is application
portfolio management (APM). It is essential to mention that APM help organizations in
determining the contribution of various towards profitability and stability of the business (McKeen
& Smith, 2015). The portfolio of applications that are already available in a given organization
requires constant maintenance to enhance efficiency in that organization.
Enterprise architecture: Enterprise architecture is essential for effective management of IT
demand by providing a link between the IT strategies and mission of an organization. It ensures
that a common approach exists between the IT and the commercial operations (Gelinas, Sutton Jr
& Federowicz, 2019). This is very critical since it promotes the practical usage of information
technology in different dimensions of an organization.
Business-IT partnership: Business-IT partnership is equally important when it comes to IT
demand management. By creating precise requirements for the business, ensuring effective
leadership and relevant relationship management, this form of partnership enables commercial
activities and projections to be undertaken and achieved (McKeen & Smith, 2015).
Initial Post 5:
Today I would like to discuss my views on crucial organizational enablers for effective demand
management. Individuals contended that IT request the executives is anything but a solitary
procedure that an association can distinguish. That is, because of the inquiry, no association could
state, "We utilize this procedure." Instead, the gathering proposed that request the executives is a
created hierarchical ability that outcomes from five key authoritative empowering agents: vital
activity the executives, application portfolio the executives, venture design, business-IT
organization, and administration and straightforwardness.
These key variables work synergistically with the instruments recently portrayed to
empower powerful interests on the board. Having a fruitful application portfolio, the board (APM)
activity, for instance, does not ensure viably IT requests the board, but rather the nonappearance
of APM would endanger the adequacy of interest the executives. Every one of these critical,
authoritative empowering agents is depicted straightaway. Essential activity the executives is the
hierarchical system for organizing and financing IT speculations at the undertaking level. Even
though the attention is principally on huge optional/pivotal ventures, as the name infers, this
procedure additionally settles enormous framework ventures. One association built up a vital
undertaking office (SPO) with a command to give administration and course over big businesswide venture endorsements and wanting to guarantee these speculations are lined up with the
association's center methodologies (Kwok, 2004).
This last view proposes how to approach the board request. Rather than requesting that IT
associations go about as "traffic cops" or potentially forcing assents on capital spending to reduce
request misleadingly, the financial matters approach is to arrange of strategies and techniques
combined with sufficient administration to guarantee that the assignment of rare IT administrations
goes to the most noteworthy worth chances (Cramm, 2004).
The objective is to catch and organize requests, allot assets dependent on business goals,
and participate in tasks that convey business benefits. In any case, as is much of the time the case,
what seems essential adroitly in actuality shows an imposing arrangement of difficulties. The
center gathering talked about three usually utilized devices for interest the board and distinguished
what they viewed as five key authoritative empowering influences for its compelling
Initial Post 6:
Demand management is not a single process that can be easily identified by an organization. One
of the questions that business leaders ask them these days is how to manage demand effectively.
There is no specific process that is used to manage demand since demand is a developed
organizational capability that results from organizational enablers (McKeen & Smith, 2015). Five
of these enablers are discussed below:
Strategic Initiative Management: This refers to an organizational mechanism for funding all IT
investment at the enterprise level. This is an organizational enabler for effective demand
management because it is a vital step that helps organizations to prioritize IT funding opportunities.
This is important because it helps an organization to align its IT investments with its corporate
Application Portfolio Management: Application Portfolio Management or popularly known as
APM, helps a company to balance its expenses and value (Fahrioglu & Alvarado, 2010). However,
for this to work effectively, the existing portfolio of applications should be continually maintained
in order to support organizational operations successfully. The most important thing about the
maintenance of the application portfolio is that it creates a demand for IT resources.
Enterprise Architecture: Enterprise architecture will lead to effective demand management
because it will create a room for working with stakeholders, leadership, and subject matter experts.
All these come together to build a holistic view of the company's information, processes, and
strategy. The enterprise architect plays the role of linking the mission, strategy, and processes of
the business to its IT strategy, and this leads to effective demand management (Seik, 2014).
Business-IT Partnership: Effective demand management requires a proper business-IT
relationship. This means that an organization should align its business activities with its IT
operations. This is necessary because it will help an organization to forecast the current and future
demand for its goods and services. All IT organizations should be more proactive for them to
become successful within their organizational service role (McKeen & Smith, 2015). The most
crucial point to note here is that IT should be on the driver seat in demand management.
Governance and Transparency: There is a need for all organizations to shape the demand for IT
resources. However, t ...
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