Asset Development is the process of creating a new or improved computing solution that will be used by the business. While this is usually software, it is not always the case. Regardless, there is always dead-lines, schedules, resource allocations, and other related actions that occur as part of the development process. In all cases, the costs associated with development are budgeted, measured, and controlled.
During the past few years, the development process has come under more scrutiny by the business management. The need to delivery complex and quality solutions in shorter timeframes has “forced” the IT group to adopt standards and practices that not only lead to a quality solution, but allow for the control of costs and improved communications with business management.
The evolution of frameworks such as ITIL has enabled these changes. Using “best practices”, there are many programs, techniques, and processes available that assist in Asset Development. The available solutions are quite robust as Asset Development is most established area of the ITIL framework.
Management Focus
The function of Asset Development can take many forms given the complex nature of computing solutions. This creation process could be internal, external (out sourced), supplier based, or all of these. Regardless of the situation, all Asset Development fits into three main focus groups: Resources, Management, and Communications.
The Resources focus is concerned with the elements that form the solution for the business. This can include both internal or external staffing, support equipment to leverage the staffing, and the optional use of suppliers to supplement elements of the solution.
The Management focus is concerned with the formation of the solution for the business. This area not only includes the advanced research that is needed for new technologies, but also the processes needed for a successful conclusion. Needless to say, the latter category is where most of the development focus is today.
The final focus is Communications and is concerned with the need of the group, business, and users; before and after the solution is implemented.
Resources
As stated, the Resources group is related to the elements that form the solution for the business. How effective these resources will be in the solution is based on the maturity of the IT group. As the business invests in the resources, it will become more competent in the delivery of the solution.
For the Human elements of Asset Development, the organization will start out with constraints in budgets and such that form a very reactive development environment. As the organization matures and develops these resources it will begin to form a skill set that will eventually become a core competency.
Like the Human elements, the Equipment elements will also be constrained by budgets and other business factors. This situation will initially be reactive and require more trust (by management) than when dealing with business based facts. As the organization matures, the group will begin to use business cases to justify the expenditures, and then will eventually manage the portfolio of equipment as a set of valued assets.
No IT organization would exist without suppliers. The relationship of IT with it suppliers can be different based on the needs of the organization. However, there are some technologies that just cannot be developed in house (such as a database or operating system) and will form a crucial element for the IT solutions. These supplier relationships need to be managed in a manner that minimizes risk to the business and ensures effective delivery (and use) of a solution.
Management
The Management focus is concerned with the processes and elements needed for the delivery of a solution to the business. As the IT group coalesces and matures, it will increase its capability to deliver a solution more quickly and effectively.
For the Research elements of Asset Development, the organization will start out with limits in budgets and such that will constrain the knowledge base of the IT group. The knowledge level of human capital will increase over time as they gain experience and training. The crucial component for moving the organization into the higher levels is the ability to “foresee” the future needs of the organization, and to direct knowledge development in those directions.
The Process elements of Asset Development are the most focused of all processes. This area is the most robust area of ITIL and other frameworks, and is the main focus of business management. There are many best practices available for adoption, but it is more a matter of the organization adopting a set of disciplines. As the group establishes policies and procedures that promote control and communications, the group will transition into a more effective development group.
Communications
The Communications focus is probably the hardest one for Asset Development. The reason is simple; there appears to be very little return on investment. However, the communications to/from the IT group can make or break a solution even if the solution is perfect.
The Training elements are related to the education of personnel regarding current and future solutions. This training could be for other people within the IT group (i.e. operations, support, etc.), users, or business management. The IT organization will initially perform its training in an informal ad hoc manner. As the organization matures it will form more processes and procedures to prepare the people who need the knowledge for/of the solution.
Like the Training, the Support elements will begin in an informal manner. Solid solution support is a process that needs to development and mature. While the early support efforts will start out as being reactive to the user/business needs, it will eventually mature into a more formal process.
