Business transformation has been happening for centuries, but not until recently has an integrated, holistic and proven approach been available to help orchestrate the entire transformation effort.
These days, it is almost second nature that high-value projects are expected to adopt one of the project management best practice approaches such as PRINCE2 or PMBoK. Similarly, programme management has slowly but surely followed suit with the likes of MSP. But ironically, the business transformation environment (that projects and programmes live within) has lacked its own methodology, and this has resulted in transformations being driven by a best-endeavours and silo approach; as opposed to a proven integrated and holistic best practice approach using a common language and structure.
The low success-rates of 30% and less, uncovered by research conducted by the Business Transformation Academy (BTA) and others, are a consequence of transformations that lack a proven approach and the right transformation management capability.
This month the selected article is on Enterprise Architecture Management (EAM) and Business Transformation Management (BTM). Have you ever wondered about the relationship between the EAM and BTM? This article will examine both management methods and provide insights into their differences and the synergy potential of the two.
The Business Transformation Management Methodology and the ASAP Methodology for Implementation are two prominent methodologies introduced by SAP AG in order to react to ever changing environments. However, the scope of application is different for both cases. In fact, there exists a huge synergy potential between both methodologies, which are discussed in this article. Continue reading
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Due to their holistic approach and some common terminology, Enterprise Architecture Management (EAM) and Business Transformation Management (BTM) are two disciplines that need to be investigated in order to better understand their synergies, and to understand where each is best applied. This article aims at clarifying the relationship of EAM and BTM, as well as their respective methods. The article is based not only on the authors’ discussion of the “Enterprise Architecture and Business Transformation” question, but on ten interviews with experts from science, consulting and industry practice, and on feedback provided by a sounding board of several SAP experts and managers. It was discussed with the experts who key users and stakeholders are, which problems need to be addressed, which goals are pursued, and the benefits and value added. The authors further investigated capabilities and competencies needed and how EAM and BTM are evolving.
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