| The overall business success of a software, systems or other technology company often depends upon long process chains, and several business functions, that are outside the highly-technical environment of Development. Individuals with various roles and disciplines - engineers, accountants, sales persons, lawyers, etc. - are dependent upon the work of the others but often cannot relate. In fact, few traditional roles or organizational components in such companies have both the breadth of visibility, and the hands-on impact, to successfully the drive changes or improvements in such complex, comprehensive business issues. It requires a common view of the interactive elements that make up a Software Business Framework. The Framework mentioned above is not a methodology but illustrates the many related functions that must properly interact to achieve desired business results. DTI's Software Business Management Assessment (SBMA) identifies issues within functions, but more importantly helps visualize the interfunctional issues that may be causing real business problems - and correct them. The SBMA uses this Framework as a benchmark not to dictate specific operations, but to ensure that desired objectives are truly managed across the breadth of the framework. The SBMA can be structured to be broad in its observation, but narrow in elected interventions, or otherwise tailored to meet the scope and nature of the client's enterprise. For a complete description of the SBMA, download the paper. |
