The Value Driver Model© here graphically illustrates why the governance of capacities must be optimized. Accepting that end-to-end process optimization relies on breaking down functional “silos” and that BPM is part of the answer, the Value Driver Model© tells us that the balance of work within the “Optimization” value driver field should move closer to “Business Process Management”. This means that the optimization focus should move into the Operational Triple-Intersection of Value Driver Fields.
Once a company matures and can handle what the The Value Driver Model© identifies as a full and essential Business Sphere "Business Process Management",the conclusion is clear and IT Governance must change. The relationship between "Business Process Management" and "Capacity Management" relies on Business Process Architecture which requires that the lead on IT configuration should to from Core Business to an EA/BPM function. This is most probably a challenge to business-as-usual in most companies.
The value connection from "Capacity Management" via the Value Driver Fields to the strategic priorities means that the process architecture developed for BPM, and if possible a full EA, must be in place for optimally configured IT solutions. The configuration itself means developing and maintaining and IT architecture as part of a coherent EA.
The logic of the “Balancing” Business Sphere, and its essential cross-functional character, is of course also valid for the Value Driver Field “Configuration”, just as for “Optimization”. The modification of business and IT relationships that flows from the Value Driver Model© is reflected by the field “Configuration”.
The Value Driver Model© here graphically illustrates how the governance of capacities can be optimized. The balance of work within the “Optimization” value driver field should move closer to “Business Process Management”and once particular capacities are in question, the optimization issue should move into the Operational Triple-Intersection of Value Driver Fields.
