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It asset management_wp

  1. 1. Getting Started with IT Asset Management A Systems Alliance White Paper written by Ed CoramCopyright © 2006 Systems Alliance, Inc. All rights reserved. Systems Alliance is a trademark of Systems Alliance, Inc.All other trademarks and registered trademarks used herein are the property of their respective owners. ITAM_WP_11_16_06
  2. 2. IT Asset Management – Getting StartedTable of ContentsTable of Contents.......................................................................................................................................... 2Introduction ................................................................................................................................................... 3The Case for IT Asset Management ............................................................................................................. 3 Procurement .............................................................................................................................................. 3 Deployment & Utilization ........................................................................................................................... 3 Decommission and Disposal ..................................................................................................................... 4IT Asset Capability Maturity Model ............................................................................................................... 4IT Asset Management – More than an Inventory.......................................................................................... 5Getting Started With IT Asset Management ................................................................................................. 6IT Asset Management Effectiveness – A Self Assessment .......................................................................... 8Additional Benefits ........................................................................................................................................ 9About Systems Alliance ................................................................................................................................ Page 2
  3. 3. IT Asset Management – Getting StartedIntroductionFive years ago, Meta Group reported U.S. corporations wasted $90 billion buying assetsalready owned, buying the wrong technology, and making lease payments on equipmentalready returned. Since then IT Asset Management has been increasingly identified as one ofthe keys to an effective IT operation. A recent Gartner report noted that 75 percent ofcompanies are exposed to the risks of overspending on and sub-optimal use of IT assets andprojects, that those companies committing a minimum of three percent of their IT operatingbudget to IT asset management programs and tools can expect a 25 percent reduction in thetotal cost of ownership.As the statistics above indicate, there is value to be gained through the effective management ofIT assets. All too often though, the fact that IT assets aren’t being managed effectively, surfaceswhen a problem arises (e.g., a suspected impropriety creates the need for a reconciliation ofinvoice data with the assets on hand). Is your company one of the few currently realizing thebenefits of effective IT asset management or are you waiting for a problem to spur you toaction? In this white paper we provide a quick assessment tool that will help you determine ifaction is required and if so, how to get started.The Case for IT Asset Management Over the past 12 months Systems Alliance has helped multiple clients address issues that highlighted the importance of effective IT asset management. In two“All too often the fact unrelated instances the clients were concerned about the potentialthat IT assets aren’t implications of employee improprieties they had discovered. In eachbeing managed case the client suspected they had been significantly overchargedeffectively, surfaces for many assets and had never actually received a substantialwhen a problem number of the assets paid for. In both instances, the analysesarises.” produced similar results – and highlighted critical problem areas an asset management program would have addressed, including:Procurement1. The absence of full life-cycle asset management processes aided and abetted efforts by client employees to engage in fraudulent activities.2. The absence of reviews and controls around the procurement process enabled the purchase of hardware, software and consumables from spurious entities.3. The failure to institute periodic pricing reviews hid the fact that asset costs were not in line with market pricing.4. The failure to reconcile goods received against original purchase orders obscured the fact that components ordered were being replaced by lower-end components.5. The absence of vendor invoice reviews inhibited the discovery of inconsistencies that would have raised flags months, if not years, sooner.Deployment & Utilization1. Inconsistencies in the capture and recording of asset data (e.g., make, model, configuration, serial number, cost, purchase date, owner, warranty and license information) made it especially difficult to reconcile asset records and invoice data with the assets on the ground.2. The absence of an asset information repository obscured visibility into the wide variety of operating system versions deployed, inhibited the effective distribution of software Page 3
  4. 4. IT Asset Management – Getting Started and upgrades and increased the time and effort required to provide desktop support to end- users.Decommission and Disposal1. The failure to collect and record asset information at time of purchase and to maintain accurate information throughout the asset life-cycle inhibited accurate accounting for asset depreciation and disposal. The issues faced by these two clients surfaced as a result of employee improprieties. However, a spot audit by either the“Through 2008, 30 percent of BSA (Business Software Alliance) or SIIA (Software andlarge enterprises will experience Information Industry Association) can lead to similar results; theat least one on-site software realization that your business incurs substantial risk simplyaudit per year (0.7 probability),”Gartner – Prepare for Continued because insufficient attention has been paid to theSoftware Audits in the Short management of IT assets. The BSA collects fines of up toTerm, Jan 2006 $150,000 for every unregistered software program installed on a companys computers and the inability to prove installed software has been legitimately licensed can trigger those fines.IT Asset Capability Maturity ModelThe IT Asset Capability Maturity Model chart below provides another perspective on theopportunities for and benefits of effective IT asset management. It shows how, as companiesbecome implement more effective asset management processes, they accrue greater savings. IT Asset Management (ITAM) Capability Maturity Model Level Characteristics Savings Company Observed Distribution Source: META Group Source: Gartner Group High Value • Utilizing cross-organizational and cross-discipline 45% Oriented techniques to maximize asset value and minimize costs • Tracking and realizing concrete savings 5% Service • Asset management integrated with back-end systems 35% Oriented (e.g. HR, Finance, Help Desk) • Leveraging cross-organizational information Proactive • Formalized processes in place 15% • Policies and procedures are linked 20% • Asset discovery tool and centralized repository Reactive • Fire fighting mode 5% • Beginning to see policies defined and implemented • Rudimentary process development 75% Chaotic • No formalized process • Disorganized approach to asset management Low Where is your organization on the maturity scale? Page 4
  5. 5. IT Asset Management – Getting StartedIT Asset Management – More than an InventoryOften, when clients are asked for a definition or description of IT asset management, theresponse typically starts and ends with the creation and maintenance of an asset inventory.Effective IT asset management is much more than that.Gartner defines IT asset management as the combination of tools, processes andorganizational interfaces that financially manage, optimize and dispose of IT assets.“Increasingly, savvy organizations are realizing that a sound IT asset management program isnow a mandate for business success. But that new reality - ITAM as a disciplined businesspractice — requires you to reexamine the old approaches and their ad hoc collection of trackingdevices and negotiation strategies. To move your ITAM program to the next level, and leveragethe significant strategic value it offers to the business side, demands new thinking - bothstrategically and tactically.”1IT Asset Management is about using accurate physical, financial and contractual assetinformation to make business decisions that result in better risk management, cost managementand operational efficiencies.When done properly, asset management has ties to all key IT planning and managementprocesses and systems, including procurement, HR, help desk, change and configurationmanagement, financials, and capacity management. As depicted in the diagram below, effectiveIT asset management processes span the full asset life cycle. Configuration Application Procurement Management Development Financials Change Management Help Desk Pull from Decom- Request Deploy Manage Disposal Inventory mission Human Capacity Resource Procure Receive Store Management ManagementThe failure to manage IT assets through their complete lifecycle ( i.e., from requisition toretirement and disposal) increases the likelihood that a business is a) under utilizing and/or notusing software and hardware assets that have been purchased, b) poorly managing vendorrelationships and not maximizing organization-wide purchasing power, c) incurring unnecessaryand/or inappropriate support expenses, d) incurring inappropriate lease and maintenanceexpenses, and/or e) using unlicensed software.1 Gartner IT and Software Asset Management Summit, Overview, September 18 - 20, Page 5
  6. 6. IT Asset Management – Getting StartedGetting Started With IT Asset ManagementThe appropriate starting place for IT asset management varies from organization toorganization.1. Rapid Assessment and Strategy: While some would A sset Asset A c q u is itio n M a in t C o n tra c t suggest the use of an T yp e Cost D a te Cost S ta rt D a te s End automated discovery tool to create an asset inventory as a Process/Step Observations Implications Recommended Actions natural first step, our experience is that the Nm ae Nm K T 6 2 a e S -1 3 W Gu ro p IP MC A G u R D IP 1 .5 .3 .1M C0 1 2 7 5 MCAO C O Or T N roC E IT p MCAd s O n r A d re s we 0 2 3 2A 0 -0 -0 -E-C-2 A 3dM sR n A IO 4 4 Cd sO P e re w R OS O Tp S ye O W d w 2 0 ST ro s n l S in o s 0O P e sio a 0 y fe p Nm KR K2A N RroC E IT DIP 1 .51 .5 .3A30 1021725 -8 -ECd CsO Or TR T N a e S IS3C N EG u R D E IT 0 20 .1M.60 -00 -0 -0 -E MCAO sOweP IO IO W T 6S -1 p C R .3 2 4 C -0 -E -C74 3dMOR n A A 3 23 -2 5 4 re M R O N A 3C C P O Wd wd0s2 T pfe ronsio a S inWs2w0S0 ro Piosl n l oin o0 0P e s fea O 0 sy validation of the organization’s WS IS3C N E 4 C E IT D E IT.51 320 .603 10-00 -15755642MORCRNTAHNL G C R 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A oin o0 P 0 s E E N EL O O OP N C C ON in ro asset management objectives WS -1S3 O-4 K W7T B TK2-L C R 3 WS -1S2 7T O-4 2R D E IT D1 .51 320 .101 .40500-A-001 AETC TE MORGRG P R TR T Wd wd0s2w0 0PioPliosl n l K W4WS3 B 3 3E IT D E IT 20 .1.3 8 3-10 -10651-8-E -6C1N3 OTCLNOOT C A IO IO in W 2wd0s2fe sfea fea a TK4-1 2-L C C C 0 .3 1 .2 .1 208 -A-016 DC-B C C H CO YC YN P A N oinW0o0 ro0sronronsio TK R R .5 73 50 -B -B-A2 -4 A T C NO PL A IOO O N -A C O O E H O O C 0 .3 13 .40.2-B-A-01 2E 1 T OTCM O A R T N R .2 51 N .5 8 2 -0 -E C -BC 5 N C HCL T A R D 6 3 C P RO NO R s oin P 0 s 0 WS -238 C E IT D E IT.51 380 2.3-100510-A-0-6 7A -0O MORORGIOO P R T N Wd wd0s2w0 0PioPliosl n l K T 02 R D E IT D1 20 .1.1 203 0 -00621-4-E-8 C C 3EONO PYC IOO A IO in W 2wd0s2fe sfea fea a 13 s W0o0 ro0sronronsio in P 0 s oin o0 s s WS -LS -23T 4 5 C E IT D E IT.21 120 .2 2-00 -00 -1E -8 -0C-3COCOOOET N L G C R OWIOwd0s2w0 0PioPliosl n l K WO-413 1 R D E IT D1 80 2.3 2 0.2-0 -E 207566 9 MORCRNTAHN O Y O P R TdNs2wd0sro0sronsfea a TKWS8 TK 2-1 C C 0 .1 .4.5 .3 1021D-E 1 3 O3CM TA IOC O R R .518 03 -0 -B-A-8 4 AP P R IO 0-6 -B 5 Ain W W0o0 2fe sfea nsio oin o0 P 0 s in ro and the creation of a high-level B0 TK R R R 3 3 C TN WS -2S8 4T 4 7 C E IT D E IT.51 320 .203 1020756659643M CRNTAHNH G O YC R OWIOwd0s2w0 0PioPliosl n l K W0WS5 3 R D E IT D1 20 .2.3 2 0.10 -10 -1 -0 -A3 OACTCOO IOOO YC R O A IOTdNs2wd0sro0sronsfea a TK1-1 1-1 C C 0 .3 12 .3-04 -E -8 -B -3C-7COO TE T C N L G P P R in W W0o0 2fe sfea nsio R R .5 0.5 1 -0 -B-A5 -A E AP RN N L O O 0 0 -8 C CET T A oin oin P 0 s N .5 13 4 -B -B-A-A -A A C O TE H O C RG P A A oin oin P 0 s 5 E N EL O O OP N C C ON 0 WS -1S5 4T OB -1 0D E IT D1 .51 320 .101 .10500-8-B-AA0 TC TC H OTG O YP YA IOTR TdNs2wd0sro0sronsfea n l K W4WS7 B Y 0E IT D E IT 20 .2.3 8 0205-10650-3 36EC2NA NT NO YN LC R TR OWIOwd0s2w0 0PioPliosl a TK1-1 3-L C C C 0 .3 1 .2 .1-101-A-1964 -7C-FO T C O LN H G O C R IO in W W0o0 2fe sfea nsio TK 0 ro ro process flow are often more WS -1S7 O-L -1 0-1 E IT D E IT.51 380 2.3105-10650-7-AA5 TC TC H OTG O YCYA IOTR TdNs2wd0s2fe sfeaiosl n l K W4WS B B Y R D E IT D1 20 .1.1 902 30500-A-B 062CF NA NT NO YN LP R TR OWIOwd0s2w0 0PioPl fea a TK3-L T Y 0 C C C 0 .3 1 1 .10.10 -A-1365 -FC A C O TE LN LC RG C A IO in W W0o0 ro0srons nsio TK B OB TK B 4 B S0 TK4-1 B4 B R R .2 4.2 5-1 -B -B-A-A -9 -8O T C O H O G O P P A oin oin P 0 s E -9 C C 0 .3 15 9 -13 -A-0572 -5 C T OTCM L A R T N R R E N EHO O O N N C C C C 0 .1 .122 5-19 -A-006 -8C A C C H CO YC YN P A N oinW0o0 ro0sronronsio R R .215 .3 -B -B-A2 F -5O T N NO PL A IOO O N .5 O EHO O C .5 33 .3 -B -0 -E -F E A N C HP OT A R .5 7 3 C C ON R 0 WS -LS -L -1 04 C E IT D E IT.21 1901 30.20 -10651-F-E-FCEN3E MORGRG P R TR T Wd wd0s2w0 0PioPliosl n l K WOBO-1 -1 R D E IT D1 80 2.3 .103 00500-A-0257A2 TC T OTCLNOOT C A IO IO in W 2wd0s2fe sfea fea a TKWYT Y4 s oin P 0 s 0 K WOBS4 2 R D E IT D1 90 .1.3 2 0.50 -00621-8-E-8 C C 3EONO PYC IOO A IO in W 2wd0s2fe sfea fea a TKWYT WS -LS -1 -1 5 8 C E IT D E IT.21 220 .203 00510-9-0F27A -2O MORORGIOO P R T N Wd wd0s2w0 0PioPliosl n l ro s oinW0o0 ro0srons nsio s oin P 0 s 0 ro appropriate because they ratify WS -1S4 5T 6 3 C E IT D E IT.51 320 .503 11-00 -0 -0E -2C MOROR TR TR T N K W4WS8 1 R D E IT D1 20 .2.3 2 0.10 21721-5 -E-8O3CM O A IOO A IO TK4-1 2-1 WS -1S8 K W5T TK TK2-1 WS -1S3 OB 0 K W6T B TK1-L C C C C 0 .3 1 .5 .3-020 -E -F 727738 B OC M O P IO R R R R .5 93 3 -0 -0 -E -8 A -AC 3P C R N .5 33 20 -0 -0 7 .2 21 02 W6T OB -2 E IT D E IT.51 320 .101 .10217217A8DC-3COCO A IOTR T N S3 C 0 .3 1 .2 .1 216-00 -8 -0 -A O3CM M O P IO R 2 B ON C P A K1-L B Y 0 D E IT D1 20 .5.3 8 1-004-E -0 -2 -E 3EMOROR TR O A IO 0 -E -8 -3 3 3P C A N C P N WS -L -2 Y R D E IT D1 .51 380 2.14.1021728D-E 35 MOROR TR TR T N K T YB -1 E IT D E IT 20 .1.1 801 15-00 -0 -A E -4O3CM O A IOO A IO OB C C C 0 .3 11 .10203-E -8 -0-3 D3 -1COC M O A IO 9 R R .2 6-0 -0 -0 -E 2 -3C E 3P P R N 01B C C P ON Wd wd0s2w0 0PioPliosl n l in W 2wd0s2fe sfea fea a oinW0o0 ro0srons nsio s oin P 0 s 0 Wd wd0 0 P in W 2w oin o0 s ro Ws2w0 0PioPliosl n l in o0 2fe sfea fea a d0sro0srons nsio 0 s ro Ws2w0 0PioPliosl n l in o0 ro0sronsfea a Wd wd0 0 P in W 2w oin o0 s d0s2fe sfea nsio 0 s ro direction and provide visibility WS -LS -L -2 Y1 C E IT D E IT.21 1804.10.10 -00 -0E 25 -8O3CMOR TR TR T N K WOBO-1 39 R D E IT D1 80 2.1 2.331621D-E -4 -1C MOR O A IOO A IO TKWYT 6 TK B -1 B S0 TK3-1 B S9 B C C 0 .1 .11203 40 -E 21D3 738 A OC M O A IO R R .216 5-0 -0 -0 -0 -E E-AC 3P P P N .5 0-3 -3 C C N WS -LS -1 -1 6 7 C E IT D E IT.21 1203 40.10 -00 -05728732 MOROR TR TR T N K WOB6T 2 R D E IT D1 80 2.3 .103 1921D-E -8 -AC-7COCO A IOO A IO TKWY 1 C C 0 .1 .132 6-0 -0 -E 21-1-E-FO3CM M O P IO R R .515 .3 0 -0 -0E A 4 3P C R N .5 0-4 ON C P A Wd wd0s2w0 0PioPliosl n l in W 2wd0s2fe sfea fea a oinW0o0 ro0srons nsio s oin P 0 s 0 ro Wd wd0s2w0 0PioPliosl n l in W 2wd0s2fe sfea fea a oinW0o0 ro0sronronsio s oin P 0 s 0 s WS -1S1 S7 ON C E IT D E IT.51 320 .101 .1021728722736 MOROR TR TR T N K W6W6T A L R D E IT D1 20 .1.3 8 9-006-E -0 -A-E-8O3CM O A IOO A IO TK3-1 2-L TK C C 0 .3 16 .1 212-00 -8 -0A -7C 4 OC M O P IO R R .5 4.2 10 -0 -0 -E -F 4 -EC 3P P A N 3 01 C C N Wd wd0s2w0 0PioPliosl n l in W 2wd0sro0sronsfea a oinW0o0 2fe sfea nsio s oin P 0 s 0 ro into the core data WS -1S7 O-1 3 C E IT D E IT.51 380 2S.10 -00rt-T-8O3CMOR TRtioIO S teWd wd0s2w0 0PioPliosl n l K W6WS N 5 R D E IT D1 20 .1.1 203 h 21721-7 -E 37 rmCO AcP IOT n TK2-L T L TK A 4 WS -LS -1 3 K WON 5 TK T L A4 C C 0 .3 19 .10 10o-0 -E -8 -EC MOR M O A R N R R .2 11 .36 3 -E -0 -04674 -0 CO PA O N A .5 2-0 -0 0 272 e 3 3C P IOT N -F C E IT D 1 .21 122.10 -00 -0 -0 -E -8 -0C MOR O A IOT N R D E IT 0 80 2.36 30 1021726747 3 O3CM R TR IO C R .1 .13 .5 -0 -E -8 -E C RO CO P P A C ON p Ws2w0o0 2fe0sfessfea a s oin P a in oinW d0sro0sronronsio 0 Wd wd0s2 0 ro Pio slio a in W 2w 0P fe sfea n l oin o0 0 srons s 0 W k #1 W k #2 W k #3 W k #4 WS -1 3 KT 45 C E IT RD 1 .5 .3 .1 D0e1 2 7 7 re3 O C R O A IO s se t d a ta o s2 0 P fe s n l 0 2 3 3 0 fin e -0 q u ire R T a -0 -0 -E -8 3 C M O P d N Wd w 0 0 ro s io a in requirements. B u ild a s s e t d a ta re p o sito ry R e fin e p ro cu rem e n t p ro c e s s to in c l. d a ta c a p tu re B e g in c o lle c tin g d a ta o n n ew p u rch a s e s When working with clients, C o n d u ct c om p re h e ns ive a s s e t d is c o v e r y Systems Alliance often begins an IT asset management initiative with a rapid assessment and strategy phase that is focused on validating objectives, reviewing existing asset data and management processes, identifying shortfalls and developing a strategy for filling IT asset management related gaps. Additional byproducts of this stage are the development of a high-level process flow (if none exists) and the definition of short-term action steps. Client Name & Logo Facility Management Tool Survey ITAM Tool RFI2. Tool Evaluation and Selection: It would be a mistake to think that simply implementing a tool will Delphi Evaluation Tool W eight Evaluator: Rating Score Your Company Name: ____________________________________________ Requirements - Content Creation I. Functional enable a company to improve alignment of Prepared by: Date: The system shall have the ability to handle the broad array of AOPA content types, including: MS Office documents, Email, HTML documents, docum ents created through the Adobe InDesign Suite, Quark docum ents, and 1.00 0 .00 business and IT strategy, control IT purchases, Corporate Headquarters Office 1.1 Im age files. The system shall accom modate content created with AOPA client authoring tools and support current and previous releases of these tools, including MS M Field Office/Contact ain Office applications such as W ord, Quark, the Adobe InDesign Suite, and HTML 1.00 0 .00 avoid noncompliance, improve technology ROI and 1.2 editors such as GoLive. The system shall provide AOPA users with the ability to create, modify, and 1.00 0 .00 Name Name 1.3 delete content within the W CMS. The user interface shall be intuitive and content creation and maintenance m ust 1.00 0 .00 Title Title be easy to facilitate use by non-technical content authors. maximize operational efficiency. That said, Address Address 1.4 The system shall facilitate the creation of web pages with a consistent look and 1.5 feel via tem plates and style sheets. The system supports cascading style sheets. 1.00 1.00 0 .00 0 .00 automated tools are increasingly a key component 1.6 Phone Phone The system shall support multi-user authoring to accom modate AOPAs 1.00 0 .00 1.7 collaborative authoring process. Fax Fax The system shall support the creation and m aintenance of m etadata to 1.00 0 .00 E-mail: E-mail 1.8 maximize the search capabilities of AOPA users. of effective IT asset management programs. As an http: # Staff: http # Staff The system shall enable the separation of content and presentation to facilitate 1.9 publishing of AOPA content to m ultiple form ats. Objects such as im ages, docum ents, and links are easily incorporated into 1.10 content. 1.00 1.00 0 .00 0 .00 example, a CMDB (configuration management data TOTAL C ATEGORY SC ORE: 10.00 N/A 0.00 Additional Key Locations II. Functional Requirements - Content M anagement base) is a core component of the asset Name Title The system shall provide the following functionality to manage AOPA content: Name Required Product Features and external content), Storage, Categorization, eight and Im port (both internal 2.1 Archiving. Title Evaluation Summary m ust integrate with Verity. 2.2 The search capability WSearch, Rating 1.00 0 .00 1 thru 5 Data1.00 LiveState Net 0 .00 management process as defined by ITIL Address Address 2.3 The search capability m ust span all AOPA content types. 2.4 User Initiated Backup–the support for backupThe system mustfunctionality that,administer m eta tag standards 2 the E (M) and restore provide the ability to if deemed 1.00 across 1.00 0 .00 The system must provide the capability to m anage content related metadata. Protector Recovery Backup 1.00 0 .00 M M.00 0 (Information Technology Infrastructure Library). 2.5 site. Phone appropriate, could be initiated by a user, thereby minimizing administrator intervention ifthe user to sort search Phone The system shall provide AOPA internal users with a ability 0.50 0 .00 Fax Fax results according to the following criteria: Relevance, Date, Author, and Content needs to simply restore a single file. Type (e.g. e-newsletter, email, article, and press release). E-mail E-mail 2.6 Incremental Backup–the ability to backup only filessearchhave changed since the lastgraphical view of the file Im age that results shall generate and display a full 2 E (M) 1.00 M (N) M0 .00 (N) http http (thumbnail) instead of just a file icon to decrease the tim e spent by AOPA users # Staff backup, thereby reducing the amount of data to backup. # Staff 2.7 to find a specific image. Categorization capabilities shall include the ability to classify content by the 1.00 0 .00 Remote Backup–the ability to backup a user’sAOPA contentwhen it is not connected to the office 2.8 computer type. 2 M (E) M(N) M(N) A number of commercially available tools have the (Repeat to list additional locations) A structured approach to categorization is provided to ensure consistency (e.g. LAN, such as when they are working fromhome.2 use of pull down menus). 2.9 the 1.00 The list of AOPA content types used for categorization can be added, deleted, 1.00 0 .00 0 .00 Outlook PST Backup–depending on the vendor’s implementation of the functionality, the 2.10 and m odified by authorized AOPA users. 2 E (M) M(N) M ability to provide much of the data that would reside The system shall support the syndication of content, including the distribution of ability to backup an Outlook PST file while it is in use, or to backup the file in an incremental 2.11 content with a hyperlink to the AOPA website. The system shall provide a reporting capability fashion. This functionality reduces the risk that the file will be restored incorrectly and minimizes 2.12 0.50 0.33 0 .00 0 .00 in a CMDB as described by ITIL. The key challenge the size of the backup data. 2.13 The system shall control the usage of licensed digital assets. The system shall enable personalization of the information presented on the 2.14 hom e page based on the user’s profile. Synchronization–defined as updating the backup imageATEGORY SCas changes are being TOTAL C for a client ORE: 2 M 0.50 0.33 11.16 M(N) N/A 0 .00 0 .00 M 0.00 made to a data file. companies face is the selection of a tool or tools III. Functional Requirements - Publishing Shared File Exclusion–the ability to recognize the same file across multiple clients and only 5 M (E) N N (M) save a single copy of a file, thereby reducing the amount of storage necessary and minimizing redundant files. Weight: 1 = most important, 5 = least important Rating: E = exceeds requirements, M = meets requirements, N = does not meet requirements; Where 2 ratings are presented, the first rating was selected by the Page 6
  7. 7. IT Asset Management – Getting Started that meet the specific needs defined and are a fit for the company from a technology and operational perspective. A disciplined evaluation and selection process is critical to success. The use of proven request for proposal and product evaluation templates can often be used to expedite the process, facilitating the definition of detailed, client-specific requirements, the actual evaluation process, and the collection and summarization of vendor and tool evaluation results. Systems Alliance leverages a Delphi evaluation tool to help clients define the relative priority of various product requirements and to evaluate alternative products in consideration of those priorities.3. Implementation Planning: It happens all the time. Companies do a rigorous job of tool evaluation and selection, but end W k#1 W k#2 W k#3 W k#4 W k#5 C a le n d a r W k#6 W k#7 W k#8 W k#9 W k#10 W k#11W k#12 D e p lo y m e n t ta s k s up with an unsuccessful P r o je c t K ic k o f f V a lid a t e p r o je c t c h a r t e r & p la n implementation. More often than A s s e m b le p r o je c t t e a m P r o c e s s D e f in it io n not, the problem can be traced to Id e n t if y k e y p r o c e s s c o m p o n e n t s D e v e lo p d e t a ile d p r o c e s s flo w s /d e s c r ip t io n s Id e n t if y c r it ic a l in te g r a tio n p o in ts issues in the implementation D e f in in g s ta f f in g r e q u ir e m e n t s , R ’s a n d R ’s D e f in e p e r f o r m a n c e m e t r ic s planning process. The keys to H a r d w a r e /S o ftw a re A c q u is itio n L ic e n s e IT A M to o l V a lid a t e h a r d w a r e r e q u ir e m e n t s successful implementation A c q u ir e r e q u ir e d h a r d w a r e In s ta ll s o f t w a r e / h a r d w a r e planning for IT asset management P ilo t Im p le m e n t a t io n & T e s t P r o d u c t io n R o ll- o u t are not unlike those for other P r o je c t C o m p le t io n & S h u t - d o w n P r o je c t M a n a g e m e n t C h e c k p o in t s projects. Clearly defined project objectives and deliverables help to focus the project team and assure expectations are aligned. Identification of the project sponsor and definition of the governance structure increase the likelihood that critical decisions will be made on a timely basis. The definition of tool acquisition, integration and implementation tasks provides those involved with a clear view of all tool specific activities and their interrelationships. Identifying and addressing related process changes helps assure operational as well as technology issues are being considered. The inclusion of communication and change management tasks in the plan addresses an often overlooked component of most every implementation effort (i.e. the people impacted). The definition of key resource requirements (e.g. staff, budget) assures the required commitment and level of investment are understood before the project is initiated. The chances for successful implementation of an IT Asset Management solution increase dramatically when the implementation plan meets each of the requirements listed Page 7
  8. 8. IT Asset Management – Getting Started4. Deployment: While the implementation plan provides the roadmap for deployment, successful execution of the plan will result in the deployment of the asset Request Pull from Inventory Deploy Manage Decom- mission Disposal management solution and the delivery of Upgrade a roadmap for ongoing asset Procure Receive Store management in the form of process and tool documentation and training. Requestor Requestor System (Illustrative) Web Spreadsheet/Web Web & E-Mail Uploads line Acknowledges Enters in The documentation should provide detail request data itemdata into request (optional) receipt, returns request ID for each process step including the role System Approver(s) System Legend ITRole Asset involved, the activity performed, the tool E-Mail Sends approval Web Enters in Approval E-Mail Acknowledges Interface Information Repository Activity or interface used and the result request to approver(s) with link Confirmation Approval/Denial to all parties produced. Figure 6 As noted in figure 6, an asset information repository is required to house asset specific information and facilitate asset related reporting.IT Asset Management Effectiveness – A Self AssessmentHow well are your IT assets being managed? Not sure? Here is a short questionnaire you canuse to gauge the effectiveness of your asset management program. # Quick Assessment Yes No 1. Do you have an accurate inventory of IT assets (hardware and software)? 2. Do you know where your IT assets are located? 3. Do you monitor IT asset utilization levels? 4. Do you know how much your IT assets cost and the specific business functions they support? 5. Are you leveraging your purchasing power? 6. Are the appropriate license and maintenance agreements in place? 7. Are you getting the support you need? 8. Are you paying only for the support you need? 9. Are you accurately depreciating and amortizing your IT assets ? 10. Are assets decommissioned and disposed of on a timely basis?One or more no (or I don’t know) answers could be an indication that you have somework to Page 8
  9. 9. IT Asset Management – Getting StartedAdditional BenefitsIf inhibiting fraudulent activity and reducing the potential downside of a BSA or SIIA audit are notbenefit enough, implementing an IT asset management program can provide value in otherways. An effective IT asset management program can also: Facilitate the location of information about assets that enables the organization to secure those assets from threats and remediate vulnerabilities. Keep track of assets that must be turned in and properly disposed of so issues related to security, intellectual property rights, licensing compliance, regulatory concerns and environmental risks do not arise. Facilitate the provision of asset ownership, utilization and lifecycle maintenance information for use during contract negotiation and renewal discussions. Enable the identification of redundant and/or underutilized assets, helping to reduce overall IT costs. Enable the collection of asset usage information for use during budgeting, planning and cost-allocation processes. Facilitate the development of effective exit strategies for obsolete technologies.To find out more about how your organization could benefit from IT Asset Management, contactITAM@systemsalliance.comAbout Systems AllianceSystems Alliance, Inc. is a regional systems integrator, technology consultancy and softwaredevelopment firm. Our approach focuses the sophisticated project management methods ofglobal systems integrators on discrete and well-defined engagements. As a result, wecontinually please clients by delivering high-value solutions to their most complex challenges.Headquartered in Sparks, Maryland with a regional office in Raleigh, North Carolina, SystemsAlliance serves Fortune 1000, state and local government, higher education and healthcareclients throughout the mid Atlantic and Southeastern United States. To learn more, please visit the AuthorEd Coram is the director of the Systems Alliance Process and Performance Improvement practice. Hehas 25+ years experience in large-scale IT environments and has successfully managed performanceimprovement and cost savings programs for Fortune 1000 companies across a wide range of Page 9