Contact

The Roles and Responsibilities Model

The Business Technology Standard Roles and Responsibilities defines 55 standardised roles with the related accountability and contribution on capabilities. The roles are split in five career identities each defining passion, mission and key measurements. In agile terms, the identities can be described as tribes consisting of people with a similar type of passion and competence and sharing best practices and experiences.

The Business Technology Standard proposes a flat role hierarchy consisting of three levels: expert, lead and officer. The business technology organisation is led by Business Technology Officers each having their unique BTxO or xxO acronyms, such as Business Technology Governance Officer (BTGO) or Business Information Officer (BIO). The roles with an “owner” definition, such as service owner or project owner, are at the same hierarchical level. Leads, managers and experts have more specific responsibility areas and are the
key people to deliver the business value and execute the operating model and disciplines in practice.

organisations often have more levels of hierarchy, yet from the roles and responsibilities viewpoint, the three-level hierarchy is usually enough.

Roles and the role levels differ from organisation and organisational positions. Many roles have a one-to-one relationship in an organisation, and one person may have multiple roles.

The Business Technology Standard role model can thus be applied to different-size organisations.

The Standard, however, recommends aiming at a at a culture of horizontal or collaborative working, regardless of actual organisation structures or formal reporting lines in the organisation chart. The Business Technology Standard breaks the traditional organisational silos in two ways:

  • By defining co-operational teams and steering bodies instead of organisational counterparties and governance structures
  • By using the same role names for enterprise and digital development.

The Business Technology Standard proposes working co-operatively across organisational boundaries using joint identities, teams and steering bodies as a replacement for relationship management-specific roles (such as Business Relationship Manager).

Poorly-managed demand is usually not a consequence of a gap between business and technology organisations, but rather a sign of missing roles and practices in business excellence identity and demand discipline. With this approach, it is easier to identify and implement the improvement actions as it is no longer an abstract gap between two organisations not belonging to any individual.

The Business Technology Standard breaks the silos between enterprise-level information technology management and digital development by unifying the role names. The Business 1. Introduction 13
Technology Standard uses DEV, OPS and GOV prefixes for role names. For example, a DEV lead is a role in gate-based development as well as in sprint-based development. While the development
methodology used is different, the competence and skills required are close to each other which
encourages people to work across the value streams.

The Business Technology Standard can be implemented with several alternative organisational structures. Value streams can for example, be line organisations or virtual entities. In both cases, the flows, capabilities and roles are equal and independent from the organisation. Large global
organisations may have some additional layers and dimensions in their operations, but the big
picture remains essentially the same.

Contact Xonetic to find out how to use this resource within your business.

To Find Out More Contact Xonetic

Contact Us

More to Explore

8 October 2020

King’s College London Journey into Business Technology

ings College partners with the Business Technology Forum
19 September 2020

King’s College London Partners with the Business Technology Forum

11 January 2020

Think like a start-up! How fast are your decisions?

21 May 2019

Are you controlling the data or is it controlling you?

Stay up to date with Xonetic

Linkedin Youtube

Privacy Policy

© 2024 Xonetic. All Rights Reserved
Coach & Facilitator

ELENA VAN LEEMPUT

I like my work best when I can motivate and help other people. I constantly strive for excellence in everything I do and I’m open to different ideas that challenge my views. I believe in constant change which drives my innovative mindset. My background is both in technology and business with more than 15 years’ experience ranging from demand, development to service management. I enjoy taking initiative and carry out new ventures.

I try to keep things simple and bring my skills when I coach and facilitate to inspire people and help them innovate. I’m passionate about all forms of facilitation and coaching be it face-to-face or virtual facilitation. I also enjoy creating different e-learning training, holding innovation workshops and design thinking hackathons.

I also find it very important to nurture my creative side along the way (visual arts: photography, sketching, videography and all areas of design) through both my work and hobbies – which I’m happy to say I get to do often enough.

elena.van.leemput@sofigate.com

Coach & Facilitator

THOMAS HUGHES

I work as coach and facilitator in the Business Technology Academy. My focus is business simulation games such as the DevOps simulation. I consider myself a full-stack Business Technology professional of sorts. During the past 20+ years, I’ve worked in wide range of various IT and business management roles in and with organizations ranging from global enterprises to startups in a variety of industries.

I enjoy looking for new perspectives to phenomena and challenging myself and others to continuously develop ourselves and to expand our thinking. Being in the discomfort zone is the way to grow. As a coach I like to cross breed theoretical frameworks, practical examples, illuminating stories and humour. I see simulation games as a perfect way to combine these into an engaging and fun day.    

I enjoy exploring life through various projects and experiments. Some of these involve focused self-development both physically and mentally, while others focus more on creative aspirations related to areas like photography, writing and digital media.