Implementation of the business functionality is done in a consistent and repeatable fashion.

• Development leads are responsible for understanding the technical details of the technology, the optimal methods, and nuances involved in deploying and reusing its components, and ensuring that the solution is well-tested and exercised before the organization uses it.

• Understand how to use related business processes, pass the appropriate business information between systems and humans, and know all application integration details (service definitions, etc.).

• The architecture and solution development teams should ensure that their efforts leverage any procedural and cultural methods already in place at the organization, i.e. DevOps.

• Provides a greater focus on risks and requirements for effective information security.

• Emphasis on organizational change management practices to ensure that changes in an organization are smoothly and successfully implemented, and that lasting benefits are achieved by managing the human aspects of changes.

Business Analysis

The purpose of the business analysis practice is to analyze a business or some element of it, define its associated needs, and recommend solutions to these needs and/or solve a business problem, which must facilitate value creation for stakeholders.
Business analysis is an important element within the design, build, and delivery of products and services, to be of true value to the organization business analysis needs to incorporate processes, organizational change, technology, information, policies and strategic planning. ITSM organizations will often have a defined role for this area (typically a business analyst), however elements of the role can be found in many other practice areas (for example service level management, strategy management, change management, and relationship management). It is important to consider business analysis across the service value system and not limit its scope to software development (the traditional view).

• “Warranty requirements”- typically non-functional requirements captured as inputs from stakeholders and other practices.

• “Utility requirements” – functional requirements which have been defined by the customer and are unique to a specific product

Organizational Change Management

The purpose of the organizational change management practice is to ensure that changes in an organization are smoothly and successfully implemented, and that lasting benefits are achieved by managing the human aspects of changes.
This practice addresses one of the key reasons that organizations fail to implement change. Namely that organizational-level changes require much more care and attention around people and how change impacts them. Changes can either fail completely or fail to deliver the benefits identified at the outset, simply by not addressing or understanding the human dynamics of change. It is key that organizations can identify those affected by organizational change and work with them to help accept and support of the change. Organizations are now starting to understand that no matter what the nature of a change is – e.g., to structure, technology, process, or service – it is people that are critical to success. Organizational change management will contribute to every part of the service value system. For organizational change to work, it must ensure that the following are established and maintained: Clear and relevant objectives, Strong and committed leadership, Willing and prepared participants, and Sustained improvement. Whilst all of the above are vital to organizational change, however, studies have shown that poor change leadership is the most common cause of failure.

Project Management

The purpose of the project management practice is to ensure that all projects in the organization are successfully delivered. Projects are how significant changes are managed and delivered to an organization and as such can have a huge impact on the performance and value creation of services and products as well as the morale and performance of staff and customers. Projects are temporary in nature and are created to ensure outputs in line with defined and agreed requirements are delivered according to the provisions of a business case.

• The most common methods for project delivery are:
  Waterfall – for environments where the requirements are known upfront (and unlikely to experience significant change) and where the definition of the work is more important than the speed of delivery
  Agile – for where requirements are uncertain (at least at outset) and likely to evolve over time (as business needs and priorities change), and where speed of delivery is often prioritized over definition of precise requirements.