Use Gartner's Pace-Layered Application Strategy to Structure Your Procurement Application Portfolio

Archived Published: 05 July 2011 ID: G00213761


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Gartner's Pace-Layered Application Strategy can help organizations run an effective, flexible and innovative procurement operation. Use this model to deconstruct the body of applications in your portfolio, and to develop a long-term, dynamic technology plan that fully leverages your IT investments.

Table of Contents

  • Analysis
    • Introduction: The Exploding Scope of Procurement Applications
    • What Is Pace Layering?
    • Common Procurement Application Types
    • What Is Connective Tissue?
      • EIM and Analytics
      • Business Process Management (BPM)
      • Application Architecture and Process Integration
    • Classifying Procurement Applications to the Right Pace Layer
      • Questions to Identify Systems of Innovation
      • Questions to Identify Systems of Differentiation
      • Questions to Identify Systems of Record
      • Applications Migrate Over Time Across Layers
    • Examples of Pace Layering in Procurement
      • Sample Pace Layering for a Large, Progressive Multinational
      • Sample Pace Layering for a University or Healthcare Provider
      • Sample Pace Layering for a U.S. Federal Agency
      • Sample Pace Layering for Regional, Global 2000 Business
    • Recommendations for Procurement Pace Layers
      • Map Your Procurement Portfolio by Pace Layers
      • Develop an Application Governance Strategy for Each Layer
      • Create Your Connective Tissue Strategy
      • Classify New Applications at the Point of Conception
      • Guidance for Systems of Innovation
      • Guidance for Systems of Differentiation
      • Guidance for Systems of Record
      • Re-Evaluate Annually
    • Conclusion
  • Recommended Reading
© 2011 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartners research may discuss legal issues related to the information technology business, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.

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