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Pulling the Processes Together


Aug 29, 2008
By

Jennifer Zaino





Other drivers Downer points to include stability for business-critical applications, which has gotten harder as the IT environment has become more complex.

“Now we have distributed environment, outsourcing and global economies that require more process and control to mange effectively,” he says.

At the same time, mergers and acquisitions are also a big driver.

“In merger situations, the business is not interested in IT being a bottleneck,” Downer says. “To prepare for heavy M&A, you have to have common processes and standards and controls.”

The final driver, he says, is business agility. “The lifecycle of business compared to 20 years ago — it’s scary to see how fast businesses rise, fall and change, and the support function has to be agile enough to respond,” Downer says. “That comes down to the project and portfolio piece, how I manage demand and delivery, resource management, and stop and start a project and reprioritize on the.”

Downer sees Pepperweed as providing an “ERP” of the IT function. While ITIL is the dominant framework behind the processes, he points out that the model goes beyond what ITIL addresses. It also leverages best-practice models such as ISO 20000, PMI, and the ISO security standards — and it puts its model into a real-world context rather than an academic one.

“You can find ITIL or some help with asset management or standards around project management, but we are not aware of another solid model that ties everything together, from portfolio to asset tracking and security, and integration is the hard part,” he says.

This quarter Pepperweed also plans to introduce a new online community on its site that will be focused on the process model and enabling users to share thoughts on usage and how to evolve the model.




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