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Technology Business Management (TBM) is a discipline that improves business outcomes by giving organizations a consistent way to translate technology investments to business value.

Finance and technology leaders need comprehensive visibility, planning, billing, benchmarking, and optimization of their technology investments regardless of technology stack, delivery, or development model.

Impactful outcomes from technology investments because technology is driven by business needs and solutions

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TBM Taxonomy

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Summary View of TBM Taxonomy

TBM Taxonomy to help take the guesswork out of naming and organizing cost structures. The TBM Taxonomy translates from a financial view to a technology view to a business-facing view with terminology that makes sense to each audience.

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TBM Towers View

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Potential Value Opportunities

Potential Challenges

Managing Resistance to Change Successfully

The "catch 22" of change >>

Sometimes change just to be different isn't a bad idea. That may be true where the risks of change are small and there's a consensus that adding new perspectives may add value.

Most of the time, that's probably not a healthy reason to drive change. Throughout my career, normally change produced clear value and benefit to an organization and it fit a useful formula. Measure the current state first to see what works and what doesn't. While there may be both personal and emotional reasons to resist change, the strongest arguments against change were the risks and costs are high while the benefits are low or unknown. Preparation for change was the key. I won't go through the BEP ( Business Excellence Program ) we followed in the best organization. Keep it simple. We prepared for change by collectively measuring current value, costs, risks. We then asked what the keys for success were. As we reached consensus on those items we were prepared for the next step: measure the opportunity. There's more to an effective change process but that was the foundation. Without that, there was not a consensus to change. With that done, there was more work to do but we now had a reason to invest in measuring the value of the opportunity and asking how we could make the change successful. I led some key successful business transformations. In engineering the future we looked at all stakeholders and helped them realize a better future as part of the process. While change did transform who did what and the value produced, we worked to ensure everyone had a path forward and we provided support on that journey. As people realized that was the commitment, resistance went to acceptance and then to support. That was the feedback I consistently received.

Embracing change can be tough, but it's crucial for progress, especially when it comes to new software architecture practices.

Introducing new software architecture can meet resistance, but with the right approach, you can turn skeptics into supporters. To ease the transition:

- Demonstrate value by sharing case studies that show the benefits of the new practices.

- Offer comprehensive training tailored to different learning styles to ensure everyone feels competent.

- Encourage open dialogue where concerns can be voiced and addressed constructively.

How have you successfully navigated pushback on new processes? Share your strategies.

Candidate Solutions

Step-by-step guide for Example

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