Position Paper Backlog¶
This backlog tracks candidate Alescent Position Papers for disciplines, models, methods, frameworks, and market practices that require a formal Alescent interpretation through Value Realization.
Current Priority¶
| Priority | Candidate Position Paper | Status | Notes |
|---|---|---|---|
| 1 | Enterprise Architecture and Value Realization | Drafted | Reference implementation for the Position Paper structure. |
| 2 | Change Management and Value Realization | Candidate | Should incorporate Change Value Realization and adoption-to-realization doctrine. |
| 3 | Risk Management and Value Realization | Candidate | Should distinguish risk reduction, control, continuity, compliance, and value protection. |
| 4 | Program Management and Value Realization | Candidate | Should address program governance, benefits/value, dependencies, and realization evidence. |
| 5 | Project Management and Value Realization | Candidate | Should distinguish project completion from realized value. |
| 6 | Service Management and Value Realization | Candidate | Should address ITIL/ITSM, service evidence, continuity, support burden, and performance readiness. |
| 7 | Asset Management and Value Realization | Candidate | Should address lifecycle, ownership, utilization, risk, cost, capital, compliance, and continuity. |
| 8 | Portfolio Management and Value Realization | Candidate | Should address investment portfolios, project portfolios, application portfolios, product portfolios, and value governance. |
Additional Candidate Papers¶
- Benefits Realization and Value Realization;
- Business Case Management and Value Realization;
- Data Governance and Value Realization;
- Vendor Management and Value Realization;
- Cybersecurity Governance and Value Realization;
- Product Management and Value Realization;
- Platform Management and Value Realization;
- Procurement and Value Realization;
- Enterprise AI Governance and Value Realization;
- Competency Modeling and Value Realization.
Governance¶
A candidate Position Paper should be advanced when:
- the discipline is commonly encountered in partner conversations;
- Alescent has a differentiated view that must be stated clearly;
- conventional language risks confusing Alescent's Value Realization posture;
- a Practice Area, Pattern, Offering, Product, or Playbook depends on the distinction;
- the discipline has enough recurring use to justify formal treatment.