iTest Quality Partners: Maximizing stratic value.
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iTQP Services: Strategy
iTQP Services: Process
iTQP Services: Training and Seminars
How We Add Value
iTQP How We Add Value: Cost of Quality
iTQP How We Add Value: Glue—Value-Driven Risk-Adjusted Solution Delivery
iTQP How We Add Value: Requirements Based Validation
iTQP How We Add Value: Enterprise Architecture
iTQP How We Add Value: Project Progress Reporting
iTQP How We Add Value: Quality Metrics and Sizing
iTQP How We Add Value: Important Strategic Thinking Ideas
iTQP How We Add Value: Transformational Changes
iTQP How We Add Value: Business Processes and Continuous Improvement
iTQP Webinar: See our new Webinar: Drive High Impact Business Results By Improving Technology Quality
See our new Webinar: Drive High Impact Business Results By Improving Technology Quality.
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iTQP Tools: Doormat
DOORMAT: A Framework for Requirements Maintenance.
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iTQP Tools: ValidationBench
The key to the power of many of iTQP’s software quality and validation offerings can be directly traced to our overall project delivery philosophy. Read more ...
iTQP Tools: AFTA
The Automated Fault Tree Analysis (AFTA) facility, originally developed to support missile failure analysis for the defense industry, assists project teams in identifying, organizing, managing, analyzing, and validating the root cause(s) of any type of system failure. Read more ...
iTQP Tools: PRAC
The Project Risk Assessment Calculator (PRAC) is a self-assessment tool designed to help project managers, IT leaders, and their business customers understand the various risks their project is facing and to offer suggestions on mitigating those risks. Read more ...
iTQP Books: Technology, Strategy, and Leadership
A set of convergent forces is challenging fundamental assumptions about the role of organizations and how they deliver value to their customers.
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White Papers
iTQP White Papers: Maximizing Strategic Value
Ideas matter, but an organization aligned for execution is what delievers the value.
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iTQP White Papers: Project Management
Project management bridges the gap between strategy and tactics. It’s the difference between having a good idea, and actually being able to execute on that idea.
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iTQP White Papers: Value Driven Performance Ethic
In our experience high-performance organizations tend to share a set of recurring management and leadership characteristics. While each organization may actually choose slightly different tools or implementation approaches, successful companies nevertheless tend to operate in very similar ways. Read more ...
Strategy Offerings
Business and Technology Strategy Alignment
This service is designed to assist our clients in aligning their business and technology strategies for maximum impact in their target markets.
Our strategic alignment model cycles the customer through four distinct alignment perspectives, where each perspective simultaneously addresses three of the four key operating areas of their business: business strategy, technology strategy, business process, and technology process.
iTQP: Strategic Alignment Model Strategy execution perspective. With the business strategy as the driver, this perspective focuses on the changes to the underlying business processes that are required to execute that strategy. In addition, any gaps in the associated technology processes that need to be closed to support the required changes are also identified. This is the traditional, and most common, perspective that most organizations employ when thinking strategically about their business.
Technology potential perspective. Keeping the business strategy as the anchor domain, but this time proceeding clockwise around the model, this perspective examines the changes needed in the associated technology strategy.
In a similar fashion as above, any gaps in the technology processes that need to be closed to support this revised technology direction are also isolated. This perspective helps flush out new technology ideas that might more effectively advance or extend the desired business strategy. This can be a powerful point of view for ensuring that an enterprise is maximizing its full technology potential.
Competitive potential perspective. This perspective shifts the anchor domain to the technology strategy and proceeds counterclockwise to focus on changes that are required in the business strategy to fully exploit the technology capabilities of the company. At the same time any modifications to the underlying business processes that are needed to enable these changes are highlighted. This perspective forces an organization to closely examine its technology assets and competencies in order to unlock them and release their competitive potential in the marketplace.
Service level perspective. Keeping the technology strategy as the driver, this perspective reverses direction and proceeds clockwise to examine the changes needed in the underlying technology processes. In addition, any gaps in the business processes that need to be closed to enable and exploit the improved technology infrastructure are identified. This perspective focuses the enterprise on the key technologies, platforms, and applications that make up the primary operational engine of the business so that its maximum performance can be extracted.
This continuous shift in perspective is one of the central tenets of our strategic alignment model. This gives an organization the ability to quickly converge on a set of business and technology strategies and the corresponding operating model that will deliver the desired value to their customers.
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