IT Processes

Successful delivery of Application services to business requires careful orchestration of processes, tools and artifacts across the entire lifecycle. The proces mapping starts when a new IT initiative is introduced or a change is proposed. It then moves through the entire Software Development Life Cycle or SDLC (Define, Build, Test and Release) before moving to Operations. The success at the end does not only rely on processes but also on the ability to manage changes and dependencies of all artifacts throughout the process. Whether the artifact is a requirements document, software design model, source code, released binary or even a release note; careful understanding of the risks, dependencies and traceability related all artifacts or work products have to be woven in the overall process fabric coming from all perspectives including project management, software engineering and service delivery. Processes don’t work in isolation - interfaces with business, partners (outsourced), IT Operations, PMO, business, compliance and quality groups must be clearly defined and managed.  The following are some sample IT processes.

SAMPLE IT PROCESSES:

(See IT Tools related to the above proceses)

The processes integration across disciplines is important but so is process alignment.  It is not only sufficient to deliver projects on time and on budget - the value equation must also be addressed. Processes should be aligned with enterprise and IT goals at all levels. Goals related to conformance (SOX, Bill 198, HIPAA) or performance (customer satisfaction, cost reduction, quality) must be fully incorporated in the processes. Integration of industry models and frameworks such as The Control Objectives for Information and related Technology (COBIT) for IT Governance or Capability Maturity Models (CMMI/PSP/TSP) for product quality or ITIL for service quality should be integrated in the IT processes. These models or frameworks are just that – high level frameworks. They don’t provide prescriptive or any industry/project relevant guidance. Any process development exercise must also integrate internal practices and processes to make the process relevant and aligned with the goals. If there are gaps and inconsistencies, industry best practices must be incorporated. Some leading industry methodologies and frameworks include IBM’s Rational Unified Process (or RUP™), Microsoft Solutions Framework (MSF™), Fujitsu’s Macroscope ™, PMI PMBOK®, Prince-2, Agile, V-Model, etc.