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The ITFM Tool Journey
Ernst & Young Perspectives
ITFMA – Seattle: July 13,2016
Pete Hidalgo & Scott Rhule
Page 2
Agenda
Benefits & challenges of implementing an ITFM tool2
The ITFM Tool Journey3
1 Why the need for an ITFM tool solution
Q & A4
Page 3
Why there is a market for ITFM tools
We often find that there are multiple executive level stakeholders with varying needs
and priorities for their IT organizations that must be understood and addressed.
► Increase the value received from IT
► Make sure IT is supporting the business strategy
► Measure and manage IT appropriately
► Use IT to improve the business
► Have a common language for communicating with IT
► Make IT a part of the team
► Demonstrate the value IT provides to the business
► Secure the resources IT needs to deliver results
► Have a place at the executive table
► A common language for communicating with business leaders
CEO/CFO
Senior Business
Leaders
CIO/
Senior IT Leaders
Stakeholders Stakeholder priorities for IT
To overcome many of these challenges, software has been
created specifically to help streamline the business of IT
Page 4
Why there is a need for ITFM tools
BUSINESS FINANCE
IT
IMPROVE FINANCIAL
AGILITY
DEFENSIBLY SUPPORT
INVESTMENT AND
BUDGETS
TRACK UNIT COST TARGETS TO DRIVE
BEHAVIORAL CHANGE
► Building an IT Cost Transparency solution is critical for CIO’s and other IT leaders
(financial and technical alike) to:
► Fully understand and optimize technology costs
► Change behavior with transparency
► Manage the business performance of IT
► Be defensible when justifying investments and budgets
► Quickly identify data quality and maturity issues within disparate data sources
Page 5
Use Cases
Promote Rational
Decisions with
Cost Transparency
Enable Data
Analysis to
Demonstrate IT
Value
Shift IT Focus to
Strategic Business
Initiatives
• Are all of our applications/services required?
• In which applications should we invest for future
growth?
• What are my most expensive assets and their
related vendor information?
• What services does IT provide, what is their true
cost, and who consumes them?
• Which services run / grow / transform the business?
• Is our investment in IT aligned with strategic
business objectives?
• What new technology can IT deliver to make the
business better?
• Are there current trends in IT Services that could
provide better quality?
• How can IT help the business grow top-line
initiatives?
Page 6
The big picture…
EY IT financial management framework – based on ITIL and leading practices
► Includes core internal
FinancialManagement
processes:
1. Financial planning/budgeting,
analysis, and reporting
2. Asset management – HW and
SW
3. Invoice management
4. Supplier/vendor and contract
management
5. Purchase request and invoice
management
6. Telecom expense management
7. IT service costing and
benchmarking
8. IT allocation /
showback/chargeback
9. Bill of IT and associated usage
reporting
EY IT financial
management
framework
► And accounts for key
externalinterdependent
processes
1. Service definition and catalog
management
2. Service request fulfillment and
demand management
3. Service level management
4. Capacity management
5. Availability management
6. Service asset and
configuration management
7. Release and deployment
management
8. Service owners / Business
Relationship Management
9. Project portfolio management
Business
strategy/
goals
Output/
benefits
1. Cost
transparency
2. Consumption
efficiency
3. Cost reduction
4. Customer
satisfaction
• Arrows indicate processes that can be automated by a ITFM tool
Page 7
Benefits from a successful ITFM tool
implementation
► - SaaS solution means robust data protection and access control functionality
► - ITFM tool platforms allow for multiple data integrations across disparate systems of
record (e.g. ERP, CMDB, Asset Management, PPM, Service Catalog, etc.)
► - Much easier to put permissions and visibility constraints on data and reports when
relevant
► Reports and Dashboards can be customized to fit the audience and organized via
reporting repository
Data Controls
► - Drives alignment across relevant IT functional silos without risk of manual build
► - Delivers quick wins and better business agility
► - Able to defend cost allocations and quickly understand cause of variances
► - Automate IT financial processes, including MBRs, CIO, Service Owner, Infra and BU
dashboards
► - Business will now be able to cost-justify infrastructure investments and hold vendors
more accountable
Cost
Transparency
►- By being able to quickly answer questions about IT costs, IT can move from cost
center to business partner
► - Demonstrate value by showing costs in terms of business applications and services;
terms the business understands
► - Quickly adjust to changing business priorities
Cost
Management
Page 8
Benefits from a successful ITFM tool
implementation
► - Spreadsheets are static and labor intensive
► Inconsistent formulas and user error forces additional maintenance and manual
effort. These issues can be severely diminished with an ITFM tool
► - Able to join financial and operational data in a meaningful way
► - “One stop shop” for all data and reporting updates/change
► - ITFM tool platforms allow for multiple data integrations across disparate systems of
record (e.g. ERP, CMDB, Asset Management, PPM, Service Catalog, etc.)
Centralized
system of
record
► - Easier to replace assumptions with facts
► - Tool implementation will allow the ability to explain and defend allocations down to
GL/transaction level
► - Drives efficient consumption of IT Services
► - Proper documentation of allocation strategies makes it seamless to educate
consumers of the reports on sometimes difficult reporting around TCO and chargeback
level analytics
Allocations
Chargeback -
Showback
► - Built-in data cleansing and refinement. Much easier to visualize data improvements over time.
► - Improve data accuracy, predictability and hold data owners accountable with data quality
reporting
► - Have a much better understanding of how data quality affects allocations throughout model
► Can now visualize unallocated percentages and drill into issue much faster
► “Let the tool paint the maturity picture for you”
Data maturity
Page 9
Implementation challenges
►- Accuracy
► Is the data trustworthy? Poor controls over source data and a lack of routine
processes often contribute to data integrity issues.
► Data created from manual spreadsheets often have formula errors or are built in a
non flat file format so will need to be re-configured before uploading into SaaS
solution
►- Availability
► Very important to identify data ownership of disparate datasets needed for
successful implementation
► Can this data be refreshed at certain points in time? Do you have data in the past in
case you are going back in time?
►- Timeliness
► How long will it take to receive data?
► Does month end close processes create reversals and other transaction level edits
from previous months? Is accounts payable, depreciation schedule, PPM data
refreshed on time?
►- Completeness
► Manual data creation often leads to incomplete data or “point in time” data
► Might only have last 6 months of CMDB type data
► Only 1 tier of Service Offerings
► IT Shared Services not aligned to Business Services in any way
► No reference to projects or assets from general ledger
►- Referential integrity
► Can datasets be joined or related in a meaningful way?
► Very common to not have “key” relationships if not using CMDB or immature
financial organization. (E.g. no server/storage to application mapping /
software license info from AP in .PDF format and not easily consumable, etc.)
Data
Quality
Page 10
Implementation challenges
►- ITFM office needs to be pre-defined with regards to roles and
responsibilities across IT, Finance and the Business
►This essentially is a RACI that identifies who will be responsible for key
milestone signoffs, validation checkpoints, technical architecture and
data/reporting responsibilities.
►Laser-focused project and engagement management is paramount.
►- Data ownership, thought leadership and allocation validation/signoffs need
to be pre-defined and signed off prior to implementation kickoff
►- Poorly built or no templates around data runbook, solution requirements,
use cases, etc.
►- Unclear or vague ITFM roadmap causes “Boiling the Ocean” effect on
advanced modeling and reporting
►Easy to try and tackle every challenge at once
►Can’t move forward without knowing first where you are and what is
a realistic maturation cadence
►Critical to set proper expectations and align with CIO and other execs on
prioritization
►Management & execution of approved continuous improvement
activities is vital for continued success
Lack of
Governance
Page 11
Implementation challenges
► - Vital to educate ITFM organization and key stakeholders prior to kickoff on the
following:
► What business case this is going to solve
► What resources will be needed and what % of FTE
► What thought leaders need to be available and at what time during implementation
► - Without clear understanding on what types of allocations will be used and their maturity
level, what data is needed and when, as well as education around key IT financial and
Infra terms and their definitions (E.g. OpEx/CapEx, Depreciation/Amortization, CMDB,
ITIL, Budget/Actuals/Forecast, etc.)
► This lack of understanding often leads to obscured costs through poor allocation
strategies
► - Priority for organization to understand ERP systems and financial systems of record
and how they connect
► Generic and lumped ledgers can turn into liability for transparency purposes and
poor end user reporting experience
► - Poorly planned and executed tool end user training for ITFM analysts and report users
alike
► Make sure proper resources are signed up for tool related training
► Ensure resources are “up to speed” on latest methodologies and keywords
► IT Financial resources might not understand IT infra lingo (E.g. Hypervisors,
Storage Arrays, Rack Units, etc.)
Lack of
Education on
proper ITFM
methodology
Page 12
The EY IT Financial Management (ITFM)
Journey
EY’s ITFM journey provides a clear and easy to follow path to enable the delivery of cost
effective services to the business, improve transparency and increase satisfaction.
Step 1
Current state
assessment
Step 2
Service definition
Step 3
Unit service
costing
Step 4
Metrics and
reporting
Step 5
Chargeback model
Step 6
Bill of IT
 Transparency
 Cost efficiency
 Customer
satisfaction
Today’s Focus
Page 13
The ITFM Tool Journey
EY’s ITFM tool journey provides a clear and easy to follow path for a successful ITFM
tool implementation
Step 1
Current state
assessment
Step 2
Define initial
services
Step 3
Data
Requirements
Step 4
Governance
Step 5
Model Design
Step 6
Evaluation &
POV
Step 7
Implementation
and Roadmap
 Increased
Transparency
 Improved
Efficiency
 Better Decision
Making
Page 14
Step 1 - Current State Assessment
Essential to understand where you are and where you want to go
► Before selecting and implementing a tool, ask and
answer these questions:
► What are our objectives?
► Who are our stakeholders?
► IT management, service owners, business customers, IT
finance, etc.
► What specific tool capabilities are desired and when?
► Service costing, chargeback, planning, benchmarking,
etc.
► Are services well defined?
► What is the availability and quality of service consumption
and cost data?
► Do you understand the one time and ongoing costs for a
tool?
► Who is going to manage and maintain the tool?
Page 15
Step 2 – Define IT Services
Foundational element for all IT organizations…
Benefits
1) Improved transparency
and customer
satisfaction
2) Demonstrates the value
of IT
3) Ease of service ordering
and interfacing with IT
4) Documents service
levels for each service
(SLAs)
5) Leads to more efficient
consumption of services
 Provides a single reference source for all IT services offered
Page 16
Step 3 - Data Requirements
► Which data sources are easily accessed, and which
ones require a higher level of effort?
► Have you identified the data owners for your disparate
datasets?
► Is the data accurate? Do you have a listing of true
systems of record?
Page 17
Step 3 – Data Requirements
Typical data sources for ITFM tool import
Data Sources Description Modeling Object
Finance - Cost Source • General Ledger (OpEx/CapEx Actuals)
• Budget (Plan)
• IT Cost Centers
• Chart of Accounts
• Accounts Payable (Sub-Ledgers)
Cost Source
Fixed Asset Ledger • List of assets actively being depreciated or
amortized
Fixed Assets
HR • Headcount
• FTE and Contractor type data
• Labor Time tracking data
Labor
PPM / Projects • Time tracking
• Detailed project data (OpEx / CapEx) Projects
Support • Incident management / ticketing system used
to track issues, problems and requests Service Desk
IT Infrastructure • All data related to current IT Infrastructure
(CMDB)
• Servers, storage, Data Center, Network
Multiple (Servers, Storage,
Data Center, Network)
Application Library or Global
Application List
• Enterprise Application Portfolio or equivalent
Applications
Service Library or Catalog • Repository of services that IT offers to
internal LOBs
Business Services
Page 18
Step 3 - Data Requirements
Data advisor / run book example
Page 19
Step 4 - Ensure proper governance for running
the ITFM office and tool ownership
► Understanding system governance both current and future state is extremely
critical to the success of the ITFM organization
► Build a steering committee for the onboarding
► Ensure representation from the stakeholders (provider and consumers)
► Provides a path for accountability and issue resolution within the organization and
with the project team
COST
SERVICE
COMPLIANCE
QUALITY CHANGE
ALIGNMENT
SYSTEM
GOVERNANCE
Page 20
Step 4 – ITFM Office
BEFORE an ITFM solution is in place, you need to ensure all related processes are
mature. Having a well structured ITFM office compliments existing IT Governance
whose objective is to ensure the right IT work is being done.
CIO
Governance Board
IT
Governance Board
Governance Operations
InfrastructureBusiness
Systems
Product
Systems
IT Financial Management Office
FinanceInformation
Security
Human
Resources
Supplier
Management
Business
Demand
(Run)
IT Capacity &
Constraints
• Solution continuous improvement/Analytics
• Service analytics & intelligence
• ITCO analysis and execution
• Prioritize opportunities for IT cost optimization
(ITCO) and transformation
• ITCO & transformation portfolio management
• IT portfolio management & long range planning
to support the Etihad enterprise
Business
Demand
(Grow &
Transform)
• Governance housekeeping
• Benefits tracking and realization
Page 21
Step 4 – Roles and Responsibilities for ITFM
tool deployment
Roles Responsibilities
Executive Sponsor • Involved in stakeholder engagement and executive management
• Overall promotion and education facilitator to key stakeholders and business units
Project Manager • Day to day project management related tasks related to implementation
• Status reporting to stakeholders and members of engagement team
• Issue resolution
• Milestone achievements
• Manage deliverables and work products throughout engagement lifecycle
• Leads UAT and validation process
Functional Subject Matter
Experts (SMEs)
- IT
- Finance
• Area knowledge and experience
• Owner of relevant data related to their area of specialty to be used within Apptio
• Assists in validation of metrics and reporting related to their specialty
• Support engagement team in required data collection and analysis
• Potential issue and risk resolution
Software Solution
Analyst/Configurator
• Analyze and upload data
• Model configuration
• Report build
• Environment maintenance
• Report troubleshooting
• Validation of data and reporting
• Perform upgrades when necessary
Page 22
Step 5 – Design
Guiding principles
► Process design principles and considerations
► Crucial for standardization of any
modeling/allocation decisions and maturity
► Ensures more accurate information is being
presented and proper ownership is
identified
► Format may not be completely formalized,
but alignment and planning of organization
responsibilities (RACI) is critical for success
Page 23
Step 5 – Design
Model/Allocation data organization
Cost and any driver information
is categorized in cost pools.
Costs are then aggregated into
sub-towers according to rules
and then into towers. Tower costs
are billed to customers according
to consumption.
Example
Cost of all “dept X” resources
loaded into labor pool
20% of dept X supports e-mail so
20% of cost allocated into e-mail
sub tower (along with other cost
pools)
E-mail and other sub-tower costs
aggregated into EUC tower
EUC costs billed to customers on
a per account basis
Software
Labor
HardwareMobility
Print
Email
Collaboration
Service Desk
Workstation
Desktop Support
End
User
Computing
Highest abstraction in
BoIT representing
logical service cost
grouping
Aligned to service
portfolios
Defined based on desired
drill-down data for
Business & IT service
owners
Aligned to services
Isolates the discrete
buildup/allocation rules
for each service
Represents aggregation
of raw/source cost data
into standard cost
categories
Simplifies cost buildup
and supports analysis of
IT costs across the
enterprise
IT Resource Tower IT Resource Sub-Tower Cost Pools
Data
sources
DataSources
Page 24
Step 5 – Example allocation models
Not one size fits all…
HighImplementation complexityLow
High
Businessbenefitsandtransparency
Resource-
based
allocations
Differentiated
service levels
and pricing
1. Overhead
allocation
2. Flat fee
6. External
pricing
7. Value based
pricing
4. Incentive
based
3. Resource
consumption
based
5. Service
based
Service
pricing
Resourced-Based Allocations
distributes costs through
allocations or simple
consumption estimates
Service Pricing measures
specific consumption and
drives behavior through tiered
services and prices (e.g.
incentives for off-peak usage)
Differentiated Service Levels
and Pricing reflects a more
market-based approach to
cost recovery
High
Page 25
Step 5 – Design
Allocation model definitions and maturity levels
# Maturity Level Maturity Description
1 Overhead Allocation
• IT costs are allocated to Business Partners (BUs) as a corporate overhead cost
based on a simple driver not directly related to resource consumption (e.g.
revenue, asset balance, etc.)
2 Flat Fee
• Fixed annual cost negotiated with BUs; normally based on a “crude” estimate of
resource consumption
3 Resource Based Consumption
• IT costs are allocated based on specific unit of resource consumed (e.g., number
of dedicated servers, network ports, etc.)
4 Incentive Based
• IT charges are manipulated to drive specific behavior (e.g., lower charges to
influence use of network or servers during off-peak times)
5 Service Based
• IT service charges to BUs are based on consumption of specific activities; quality
and availability of services are explicitly defined, service “choice” provided for
key products
6 External Pricing
• IT service fees are based on market (external) prices; products offered are
comparable to those available in the marketplace
7 Value Based Pricing
• IT service fees are based on perceived value delivered to BUs (e.g., business
value created, customer satisfaction, timely delivery of new financial products)
Page 26
Step 6 – Evaluation and proof of value (POV)
Take the time to conduct a thorough RFP and selection process
► Conduct an RFI – the
more time you have to
learn about the tools the
better
► Define RFP requirements,
evaluation criteria, and
use cases
► Use multiple teams to
score RFP responses
► Include all
stakeholders
► After demo, have
selected vendor do a
comprehensive POV
before contract award
Page 27
OperateBuildDesignPlan
Our approach to designing and implementing a successful IT cost transparency
solution is illustrated below:
Step 7 - ImplementationActivities
► Walk through SOW
► Identify delivery team
and stakeholders
► Inventory data sources
and sign off on sources
of truth
► End users trained in
basic SaaS solution
software
► Develop detailed plan for
cost model R1 (Release
1)
► Discuss
implementation of IT
Performance
Management team
► Project Governance
Established
► Identify data gaps
► Finalize data upload process
and freshness schedule
► Sign off on Cost
Pool/Tower/Services
taxonomy and allocations
► Sign off on model allocation
methodology
► Develop timeline for Iteration
review checkpoints (Related
to R1)
► Create Runbook and Solution
Requirements draft to mature
as project continues to Build
phase
► Finalize IT Performance
Management organization
► Upload, transform and master
system of record data within
SaaS solution
► Cleanse and normalize
disparate data throughout
model configuration
► Configure agreed upon
allocations throughout
Cost/Budget models
(OpEx/CapEx)
► Configure out-of-the-box
and/or custom reports
► Develop Operational Data
Runbook and Progress
Reporting
► Implement IT performance
management group
► Hire/redeploy
► Train
► Org change mgmt
► Stakeholder demo and
endorsement
► Execution of Rollout
Plan
► End users trained
► Solution rollout to
end users
► Knowledge transfer
sessions delivered
► Solution in
production
environment
► Identify any remaining
and develop plan to
address
► Implement TBM
roadmap
► Transition solution to
IT performance
management group
Workproducts
► Cost model release
roadmap
► Data Advisor
► R1 plan
► Discuss ITPM analytics
and governance
► Progress reporting for
stakeholders
► Solution Requirement Document
creation
► Operational Runbook creation
► Design ITPM analytics and
governance/roadmap
► Operational Data Runbook and
Progress Reporting decks and
other docs for stakeholders and
IT Performance Management
Org.
► Document and sign off on
ITPM Org responsibilities and
governance
► Operational SaaS solution
in operation
► TBM Roadmap maturity
► IT Performance
Management
Organization in operation
Page 28
Activities W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 W15 W16
Plan
Walk through SOW, identify and document data
sources and stakeholders
Develop Cost Model R1 Plan
Design
Design financial and Infra layers including
methodology (allocations from cost source to IT
resource towers/ towers to infra-apps and services)
Technology/data architecture (Arch), identify data
gaps, design signoff meetings (R1 Plan and Design)
Build
SaaS model and report configuration
Iteration review and signoff (Financial, Infrastructure
and Services/BU layers)
Ongoing validation (data, allocations, modeling)
Build out data quality, runbook and package solution
documentation/training
Operate
Stakeholder Demo and Endorsement
Define operational cadence and process
Execution of Rollout Plan and TBM Roadmap
Establishment of ITPM
Set up ITPM organization and function and agree
governance/ reporting protocols
Sign off on responsibilities and accountabilities of
ITPM team including stakeholder responsibilities
Define base set of CIO and executive dashboard
metrics / reports
Knowledge transfer and solution in production
Step 7 - ITFM Cost Transparency Project Timeline
Key DecisionMilestoneNote: The timeline will differ depending on the project
1
Arch
sign-off
IT layer draft design logic
complete
Build Validated
Data quality plan defined
Dataset sign-off
Stakeholder
agreement
Sign-Off
Governance structure
agreed and in place
2 3
Page 29
Step 7 – Implementation
Follow leading practice PM processes
► Full project management rigor, such as PMI, should be
applied, which includes:
► Project charter
► Project plan
► Communications plan
► Risk register
► Action items
► Status reporting
Page 30
Go-Live has passed… now what?
Start with a clear plan and be
realistic with time to value
If you are organized and align
with your colleagues on
initiatives and goals, the path
will be much easier
Truly successful ITFM
automation allows for
maximum cost efficiency
and defensible ROI
Page 31
Evolution of ITFM tool capabilities
Phase 1
Budget Variance
Cost Pool and
Resource Tower
mapping
Service Costing
Phase 2
Application and
Service Variance
Showback to the
BU
Phase 3
Streamline Budget
and Forecasting
Align projects and
portfolio
investments to
business strategy
Phase 4
Bill of IT (Chargeback)
App TCO and
Rationalization
Analyze capacity and
consumption of IT
Resources
ITFM Tool
Selection and
Configuration
Start Jan 2016
April 2016 July 2016 Oct 2016 Jan 2017
Page 32
Develop a plan
Now that you know what the gaps
are, develop a plan to address and
fill them. Prioritize the gaps so that
you focus on the most important
ones first.
Implement the plan
Sounds easy, but having a
good plan with well
understood objectives and
the right support will make a
big difference!
Perform a gap analysis
Using this material as a
leading practice, review the
recommended steps of the
journey and note where there
are gaps
What if I already bought a tool and I’m not
getting the expected value?
Page 33
Q&A
Page 34
Peter Hidalgo, Jr
ITFM Services Leader
Senior Manager
IT Transformation
Advisory Services
Ernst & Young LLP
5 Times Square
New York, NY 10036-6530,
United States of America
Pete.Hidalgo@ey.com
Mobile: 973-223-5616
Education
West Point - USMA
BS – Engineering
Columbia University
MBA
Certification(s)
PMP
ITIL Financial Management
► Senior Manager with over 20 years of experience in I.T. Financial Management, Telecom and I.T. infrastructure,
Cost Optimization, Program Management, and I.T. Shared Services Transformation.
► Deep industry experience in managing and optimizing I.T. costs. Previous responsibilities included serving as the
Global I.T. Financial Manager for a Fortune 100 company, where he managed an annual operating budget of over
$100 million. In that role he also developed and implemented an ITIL based service costing and chargeback
process, resulting in improved client satisfaction and major, recurring cost savings.
► Currently serves as the I.T. Financial Management Service Leader within Ernst & Young’s IT Advisory practice
Relevant experience
► Assisted a Fortune 50 global manufacturing client with redesigning their current IT allocation model and
processes for over $1 billion in annual spend
► Advised a Fortune 50 pharmaceutical client with improving their IT financial management processes, cost
transparency, data management, chargeback model redesign, service owner framework, and automation
► Advised and assisted a leading media and entertainment company to transform their IT operations into a shared
services model encompassing 11 major service domains. Also assisted in the development of a data center
strategy, a WAN architecture review, and a detailed IT service cost analysis, to include the development of a
service catalog, and a chargeback model.
► Assisted in an IT infrastructure (voice, data, and data center) strategic assessment and financial analysis for a
Fortune 500 corporation, which resulted in identifying the strategies to improve network and data center
performance and availability, in addition to saving $32M - $53M over three years in IT operating expenses.
► Supported an IT Cost Optimization study for the premium spirits and wine supplier in the U.S., which addressed
their telecom and infrastructure spend. Identified annual savings of 10% to 19%.
► Advised in the strategic assessment of the voice and data networks for a Fortune 500 high tech manufacturing
firm, which resulted in a new technology direction (VOIP) and Identified over $9M in annual savings.
► Assisted in performing an IT Operations strategic assessment for a Fortune 100 manufacturing corporation,
focusing on data center consolidation. Developed data center consolidation and disaster recovery strategies, in
addition to Identifying over $5M in annual savings.
► Advised a leading medical device manufacturing company in the evaluation of their outsourced infrastructure
service contracts, resulting in overall savings of $5M - $6M, or 35% - 45%.
► Assisted a Fortune 100 consumer staples company with the assessment of their wireless telecom services
contracts, resulting in overall savings of $6M - $9M, or 45% - 55%.
Page 35
Scott Rhule
Scott Rhule
Manager
IT Transformation
Advisory Services
Contact information
Mobile: +1 919 697 5863
Scott.Rhule@ey.com
Education
University of North Carolina –
Charlotte
► Scott Rhule is a Manager in the Performance Improvement practice within IT Advisory Services at Ernst & Young
LLP. Scott has 5+ years of Professional Services experience, concentrated in the IT Financial Management space,
which includes delivering value in the IT Cost Transparency, IT Planning, IT Benchmarking, Service Costing, IT
Cost Optimization and Application total cost of ownership (TCO) sectors for Fortune 500 companies. His specialty
is building end-to-end software solutions around the ITFM and ITSM space, most notably Apptio and ServiceNow.
At EY, Scott has led multiple cost transparency and cost modeling projects across both platforms, both within the
US and overseas. Scott is seen as a trusted advisor consulting clients on how to properly leverage ITFM and TBM
best practices to satisfy business requirements and achieve goals/milestones set forth by the CIO agenda.
Engagement Experience
► Staffed as technical lead developer and solution architect for full end-to-end ITFM Module design and build within
Geneva release of ServiceNow for a global manufacturer. Engagement was centered on taking a full FY cost
transparency model previously built in Excel, and replicating the build using the out of the box ITFM module
available within ServiceNow. This module was built to provide deep cost transparency around the IT and business
services, sites and applications that the client provides to the business in order to make better decisions and
manage their constantly changing budget/forecast.
► Worked as project manager and technical architect for end-to-end cost transparency, IT benchmarking and
business insights configuration of Apptio for major world airline. Was responsible for organizing the planning,
design, build and operate lifecycles of the engagement. This also included a 6 week IT cost optimization sprint at
the end of the engagement, focusing on investigating potential cost saving hypotheses and building all materials
to summarize findings.
► Drove delivery in every phase of service delivery lifecycle (SDLC) for IT cost transparency and IT cost
optimization (ITCO) solutions for two of the largest hotel and hospitality companies in the Fortune 500. As
technical lead consultant on these projects, was responsible for owning the technical architecture and
implementation of the software, as well as being lead advisor for Technology Business Management (TBM) related
consulting and best practices. These best practices include how to properly define the key datasets needed for a
successful implementation, how to analyze and document data for gap analysis, as well as allocation, cost driver
and data modeling strategies and training. Led on-site design sessions with members of IT Finance, IT
Infrastructure and C-Level Executives to ensure proper transparency within client organization.
► Was technical lead consultant on Service Costing and Bill of IT projects for companies in the Financial,
Automotive and Insurance verticals. Assisted in advising these clients how to develop an internal TBM office so
that after implementation and delivery they can continue to run the TBMO internally.
EY | Assurance | Tax | Transactions | Advisory
About EY
EY is a global leader in assurance, tax, transaction and
advisory services. The insights and quality services we
deliver help build trust and confidence in the capital
markets and in economies the world over. We develop
outstanding leaders who team to deliver on our
promises to all of our stakeholders. In so doing, we play
a critical role in building a better working world for our
people, for our clients and for our communities.
EY refers to the global organization, and may refer to
one or more, of the member firms of Ernst & Young
Global Limited, each of which is a separate legal entity.
Ernst & Young Global Limited, a UK company limited by
guarantee, does not provide services to clients. For more
information about our organization, please visit ey.com.
Ernst & Young LLP is a client-serving member firm of
Ernst & Young Global Limited operating in the US.
© 2016 Ernst & Young LLP.
All Rights Reserved.
1406-1272833
ED None
This material has been prepared for general informational purposes
only and is not intended to be relied upon as accounting, tax, or other
professional advice. Please refer to your advisors for specific advice.
ey.com

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The ITFM Tool Journey

  • 1. The ITFM Tool Journey Ernst & Young Perspectives ITFMA – Seattle: July 13,2016 Pete Hidalgo & Scott Rhule
  • 2. Page 2 Agenda Benefits & challenges of implementing an ITFM tool2 The ITFM Tool Journey3 1 Why the need for an ITFM tool solution Q & A4
  • 3. Page 3 Why there is a market for ITFM tools We often find that there are multiple executive level stakeholders with varying needs and priorities for their IT organizations that must be understood and addressed. ► Increase the value received from IT ► Make sure IT is supporting the business strategy ► Measure and manage IT appropriately ► Use IT to improve the business ► Have a common language for communicating with IT ► Make IT a part of the team ► Demonstrate the value IT provides to the business ► Secure the resources IT needs to deliver results ► Have a place at the executive table ► A common language for communicating with business leaders CEO/CFO Senior Business Leaders CIO/ Senior IT Leaders Stakeholders Stakeholder priorities for IT To overcome many of these challenges, software has been created specifically to help streamline the business of IT
  • 4. Page 4 Why there is a need for ITFM tools BUSINESS FINANCE IT IMPROVE FINANCIAL AGILITY DEFENSIBLY SUPPORT INVESTMENT AND BUDGETS TRACK UNIT COST TARGETS TO DRIVE BEHAVIORAL CHANGE ► Building an IT Cost Transparency solution is critical for CIO’s and other IT leaders (financial and technical alike) to: ► Fully understand and optimize technology costs ► Change behavior with transparency ► Manage the business performance of IT ► Be defensible when justifying investments and budgets ► Quickly identify data quality and maturity issues within disparate data sources
  • 5. Page 5 Use Cases Promote Rational Decisions with Cost Transparency Enable Data Analysis to Demonstrate IT Value Shift IT Focus to Strategic Business Initiatives • Are all of our applications/services required? • In which applications should we invest for future growth? • What are my most expensive assets and their related vendor information? • What services does IT provide, what is their true cost, and who consumes them? • Which services run / grow / transform the business? • Is our investment in IT aligned with strategic business objectives? • What new technology can IT deliver to make the business better? • Are there current trends in IT Services that could provide better quality? • How can IT help the business grow top-line initiatives?
  • 6. Page 6 The big picture… EY IT financial management framework – based on ITIL and leading practices ► Includes core internal FinancialManagement processes: 1. Financial planning/budgeting, analysis, and reporting 2. Asset management – HW and SW 3. Invoice management 4. Supplier/vendor and contract management 5. Purchase request and invoice management 6. Telecom expense management 7. IT service costing and benchmarking 8. IT allocation / showback/chargeback 9. Bill of IT and associated usage reporting EY IT financial management framework ► And accounts for key externalinterdependent processes 1. Service definition and catalog management 2. Service request fulfillment and demand management 3. Service level management 4. Capacity management 5. Availability management 6. Service asset and configuration management 7. Release and deployment management 8. Service owners / Business Relationship Management 9. Project portfolio management Business strategy/ goals Output/ benefits 1. Cost transparency 2. Consumption efficiency 3. Cost reduction 4. Customer satisfaction • Arrows indicate processes that can be automated by a ITFM tool
  • 7. Page 7 Benefits from a successful ITFM tool implementation ► - SaaS solution means robust data protection and access control functionality ► - ITFM tool platforms allow for multiple data integrations across disparate systems of record (e.g. ERP, CMDB, Asset Management, PPM, Service Catalog, etc.) ► - Much easier to put permissions and visibility constraints on data and reports when relevant ► Reports and Dashboards can be customized to fit the audience and organized via reporting repository Data Controls ► - Drives alignment across relevant IT functional silos without risk of manual build ► - Delivers quick wins and better business agility ► - Able to defend cost allocations and quickly understand cause of variances ► - Automate IT financial processes, including MBRs, CIO, Service Owner, Infra and BU dashboards ► - Business will now be able to cost-justify infrastructure investments and hold vendors more accountable Cost Transparency ►- By being able to quickly answer questions about IT costs, IT can move from cost center to business partner ► - Demonstrate value by showing costs in terms of business applications and services; terms the business understands ► - Quickly adjust to changing business priorities Cost Management
  • 8. Page 8 Benefits from a successful ITFM tool implementation ► - Spreadsheets are static and labor intensive ► Inconsistent formulas and user error forces additional maintenance and manual effort. These issues can be severely diminished with an ITFM tool ► - Able to join financial and operational data in a meaningful way ► - “One stop shop” for all data and reporting updates/change ► - ITFM tool platforms allow for multiple data integrations across disparate systems of record (e.g. ERP, CMDB, Asset Management, PPM, Service Catalog, etc.) Centralized system of record ► - Easier to replace assumptions with facts ► - Tool implementation will allow the ability to explain and defend allocations down to GL/transaction level ► - Drives efficient consumption of IT Services ► - Proper documentation of allocation strategies makes it seamless to educate consumers of the reports on sometimes difficult reporting around TCO and chargeback level analytics Allocations Chargeback - Showback ► - Built-in data cleansing and refinement. Much easier to visualize data improvements over time. ► - Improve data accuracy, predictability and hold data owners accountable with data quality reporting ► - Have a much better understanding of how data quality affects allocations throughout model ► Can now visualize unallocated percentages and drill into issue much faster ► “Let the tool paint the maturity picture for you” Data maturity
  • 9. Page 9 Implementation challenges ►- Accuracy ► Is the data trustworthy? Poor controls over source data and a lack of routine processes often contribute to data integrity issues. ► Data created from manual spreadsheets often have formula errors or are built in a non flat file format so will need to be re-configured before uploading into SaaS solution ►- Availability ► Very important to identify data ownership of disparate datasets needed for successful implementation ► Can this data be refreshed at certain points in time? Do you have data in the past in case you are going back in time? ►- Timeliness ► How long will it take to receive data? ► Does month end close processes create reversals and other transaction level edits from previous months? Is accounts payable, depreciation schedule, PPM data refreshed on time? ►- Completeness ► Manual data creation often leads to incomplete data or “point in time” data ► Might only have last 6 months of CMDB type data ► Only 1 tier of Service Offerings ► IT Shared Services not aligned to Business Services in any way ► No reference to projects or assets from general ledger ►- Referential integrity ► Can datasets be joined or related in a meaningful way? ► Very common to not have “key” relationships if not using CMDB or immature financial organization. (E.g. no server/storage to application mapping / software license info from AP in .PDF format and not easily consumable, etc.) Data Quality
  • 10. Page 10 Implementation challenges ►- ITFM office needs to be pre-defined with regards to roles and responsibilities across IT, Finance and the Business ►This essentially is a RACI that identifies who will be responsible for key milestone signoffs, validation checkpoints, technical architecture and data/reporting responsibilities. ►Laser-focused project and engagement management is paramount. ►- Data ownership, thought leadership and allocation validation/signoffs need to be pre-defined and signed off prior to implementation kickoff ►- Poorly built or no templates around data runbook, solution requirements, use cases, etc. ►- Unclear or vague ITFM roadmap causes “Boiling the Ocean” effect on advanced modeling and reporting ►Easy to try and tackle every challenge at once ►Can’t move forward without knowing first where you are and what is a realistic maturation cadence ►Critical to set proper expectations and align with CIO and other execs on prioritization ►Management & execution of approved continuous improvement activities is vital for continued success Lack of Governance
  • 11. Page 11 Implementation challenges ► - Vital to educate ITFM organization and key stakeholders prior to kickoff on the following: ► What business case this is going to solve ► What resources will be needed and what % of FTE ► What thought leaders need to be available and at what time during implementation ► - Without clear understanding on what types of allocations will be used and their maturity level, what data is needed and when, as well as education around key IT financial and Infra terms and their definitions (E.g. OpEx/CapEx, Depreciation/Amortization, CMDB, ITIL, Budget/Actuals/Forecast, etc.) ► This lack of understanding often leads to obscured costs through poor allocation strategies ► - Priority for organization to understand ERP systems and financial systems of record and how they connect ► Generic and lumped ledgers can turn into liability for transparency purposes and poor end user reporting experience ► - Poorly planned and executed tool end user training for ITFM analysts and report users alike ► Make sure proper resources are signed up for tool related training ► Ensure resources are “up to speed” on latest methodologies and keywords ► IT Financial resources might not understand IT infra lingo (E.g. Hypervisors, Storage Arrays, Rack Units, etc.) Lack of Education on proper ITFM methodology
  • 12. Page 12 The EY IT Financial Management (ITFM) Journey EY’s ITFM journey provides a clear and easy to follow path to enable the delivery of cost effective services to the business, improve transparency and increase satisfaction. Step 1 Current state assessment Step 2 Service definition Step 3 Unit service costing Step 4 Metrics and reporting Step 5 Chargeback model Step 6 Bill of IT  Transparency  Cost efficiency  Customer satisfaction Today’s Focus
  • 13. Page 13 The ITFM Tool Journey EY’s ITFM tool journey provides a clear and easy to follow path for a successful ITFM tool implementation Step 1 Current state assessment Step 2 Define initial services Step 3 Data Requirements Step 4 Governance Step 5 Model Design Step 6 Evaluation & POV Step 7 Implementation and Roadmap  Increased Transparency  Improved Efficiency  Better Decision Making
  • 14. Page 14 Step 1 - Current State Assessment Essential to understand where you are and where you want to go ► Before selecting and implementing a tool, ask and answer these questions: ► What are our objectives? ► Who are our stakeholders? ► IT management, service owners, business customers, IT finance, etc. ► What specific tool capabilities are desired and when? ► Service costing, chargeback, planning, benchmarking, etc. ► Are services well defined? ► What is the availability and quality of service consumption and cost data? ► Do you understand the one time and ongoing costs for a tool? ► Who is going to manage and maintain the tool?
  • 15. Page 15 Step 2 – Define IT Services Foundational element for all IT organizations… Benefits 1) Improved transparency and customer satisfaction 2) Demonstrates the value of IT 3) Ease of service ordering and interfacing with IT 4) Documents service levels for each service (SLAs) 5) Leads to more efficient consumption of services  Provides a single reference source for all IT services offered
  • 16. Page 16 Step 3 - Data Requirements ► Which data sources are easily accessed, and which ones require a higher level of effort? ► Have you identified the data owners for your disparate datasets? ► Is the data accurate? Do you have a listing of true systems of record?
  • 17. Page 17 Step 3 – Data Requirements Typical data sources for ITFM tool import Data Sources Description Modeling Object Finance - Cost Source • General Ledger (OpEx/CapEx Actuals) • Budget (Plan) • IT Cost Centers • Chart of Accounts • Accounts Payable (Sub-Ledgers) Cost Source Fixed Asset Ledger • List of assets actively being depreciated or amortized Fixed Assets HR • Headcount • FTE and Contractor type data • Labor Time tracking data Labor PPM / Projects • Time tracking • Detailed project data (OpEx / CapEx) Projects Support • Incident management / ticketing system used to track issues, problems and requests Service Desk IT Infrastructure • All data related to current IT Infrastructure (CMDB) • Servers, storage, Data Center, Network Multiple (Servers, Storage, Data Center, Network) Application Library or Global Application List • Enterprise Application Portfolio or equivalent Applications Service Library or Catalog • Repository of services that IT offers to internal LOBs Business Services
  • 18. Page 18 Step 3 - Data Requirements Data advisor / run book example
  • 19. Page 19 Step 4 - Ensure proper governance for running the ITFM office and tool ownership ► Understanding system governance both current and future state is extremely critical to the success of the ITFM organization ► Build a steering committee for the onboarding ► Ensure representation from the stakeholders (provider and consumers) ► Provides a path for accountability and issue resolution within the organization and with the project team COST SERVICE COMPLIANCE QUALITY CHANGE ALIGNMENT SYSTEM GOVERNANCE
  • 20. Page 20 Step 4 – ITFM Office BEFORE an ITFM solution is in place, you need to ensure all related processes are mature. Having a well structured ITFM office compliments existing IT Governance whose objective is to ensure the right IT work is being done. CIO Governance Board IT Governance Board Governance Operations InfrastructureBusiness Systems Product Systems IT Financial Management Office FinanceInformation Security Human Resources Supplier Management Business Demand (Run) IT Capacity & Constraints • Solution continuous improvement/Analytics • Service analytics & intelligence • ITCO analysis and execution • Prioritize opportunities for IT cost optimization (ITCO) and transformation • ITCO & transformation portfolio management • IT portfolio management & long range planning to support the Etihad enterprise Business Demand (Grow & Transform) • Governance housekeeping • Benefits tracking and realization
  • 21. Page 21 Step 4 – Roles and Responsibilities for ITFM tool deployment Roles Responsibilities Executive Sponsor • Involved in stakeholder engagement and executive management • Overall promotion and education facilitator to key stakeholders and business units Project Manager • Day to day project management related tasks related to implementation • Status reporting to stakeholders and members of engagement team • Issue resolution • Milestone achievements • Manage deliverables and work products throughout engagement lifecycle • Leads UAT and validation process Functional Subject Matter Experts (SMEs) - IT - Finance • Area knowledge and experience • Owner of relevant data related to their area of specialty to be used within Apptio • Assists in validation of metrics and reporting related to their specialty • Support engagement team in required data collection and analysis • Potential issue and risk resolution Software Solution Analyst/Configurator • Analyze and upload data • Model configuration • Report build • Environment maintenance • Report troubleshooting • Validation of data and reporting • Perform upgrades when necessary
  • 22. Page 22 Step 5 – Design Guiding principles ► Process design principles and considerations ► Crucial for standardization of any modeling/allocation decisions and maturity ► Ensures more accurate information is being presented and proper ownership is identified ► Format may not be completely formalized, but alignment and planning of organization responsibilities (RACI) is critical for success
  • 23. Page 23 Step 5 – Design Model/Allocation data organization Cost and any driver information is categorized in cost pools. Costs are then aggregated into sub-towers according to rules and then into towers. Tower costs are billed to customers according to consumption. Example Cost of all “dept X” resources loaded into labor pool 20% of dept X supports e-mail so 20% of cost allocated into e-mail sub tower (along with other cost pools) E-mail and other sub-tower costs aggregated into EUC tower EUC costs billed to customers on a per account basis Software Labor HardwareMobility Print Email Collaboration Service Desk Workstation Desktop Support End User Computing Highest abstraction in BoIT representing logical service cost grouping Aligned to service portfolios Defined based on desired drill-down data for Business & IT service owners Aligned to services Isolates the discrete buildup/allocation rules for each service Represents aggregation of raw/source cost data into standard cost categories Simplifies cost buildup and supports analysis of IT costs across the enterprise IT Resource Tower IT Resource Sub-Tower Cost Pools Data sources DataSources
  • 24. Page 24 Step 5 – Example allocation models Not one size fits all… HighImplementation complexityLow High Businessbenefitsandtransparency Resource- based allocations Differentiated service levels and pricing 1. Overhead allocation 2. Flat fee 6. External pricing 7. Value based pricing 4. Incentive based 3. Resource consumption based 5. Service based Service pricing Resourced-Based Allocations distributes costs through allocations or simple consumption estimates Service Pricing measures specific consumption and drives behavior through tiered services and prices (e.g. incentives for off-peak usage) Differentiated Service Levels and Pricing reflects a more market-based approach to cost recovery High
  • 25. Page 25 Step 5 – Design Allocation model definitions and maturity levels # Maturity Level Maturity Description 1 Overhead Allocation • IT costs are allocated to Business Partners (BUs) as a corporate overhead cost based on a simple driver not directly related to resource consumption (e.g. revenue, asset balance, etc.) 2 Flat Fee • Fixed annual cost negotiated with BUs; normally based on a “crude” estimate of resource consumption 3 Resource Based Consumption • IT costs are allocated based on specific unit of resource consumed (e.g., number of dedicated servers, network ports, etc.) 4 Incentive Based • IT charges are manipulated to drive specific behavior (e.g., lower charges to influence use of network or servers during off-peak times) 5 Service Based • IT service charges to BUs are based on consumption of specific activities; quality and availability of services are explicitly defined, service “choice” provided for key products 6 External Pricing • IT service fees are based on market (external) prices; products offered are comparable to those available in the marketplace 7 Value Based Pricing • IT service fees are based on perceived value delivered to BUs (e.g., business value created, customer satisfaction, timely delivery of new financial products)
  • 26. Page 26 Step 6 – Evaluation and proof of value (POV) Take the time to conduct a thorough RFP and selection process ► Conduct an RFI – the more time you have to learn about the tools the better ► Define RFP requirements, evaluation criteria, and use cases ► Use multiple teams to score RFP responses ► Include all stakeholders ► After demo, have selected vendor do a comprehensive POV before contract award
  • 27. Page 27 OperateBuildDesignPlan Our approach to designing and implementing a successful IT cost transparency solution is illustrated below: Step 7 - ImplementationActivities ► Walk through SOW ► Identify delivery team and stakeholders ► Inventory data sources and sign off on sources of truth ► End users trained in basic SaaS solution software ► Develop detailed plan for cost model R1 (Release 1) ► Discuss implementation of IT Performance Management team ► Project Governance Established ► Identify data gaps ► Finalize data upload process and freshness schedule ► Sign off on Cost Pool/Tower/Services taxonomy and allocations ► Sign off on model allocation methodology ► Develop timeline for Iteration review checkpoints (Related to R1) ► Create Runbook and Solution Requirements draft to mature as project continues to Build phase ► Finalize IT Performance Management organization ► Upload, transform and master system of record data within SaaS solution ► Cleanse and normalize disparate data throughout model configuration ► Configure agreed upon allocations throughout Cost/Budget models (OpEx/CapEx) ► Configure out-of-the-box and/or custom reports ► Develop Operational Data Runbook and Progress Reporting ► Implement IT performance management group ► Hire/redeploy ► Train ► Org change mgmt ► Stakeholder demo and endorsement ► Execution of Rollout Plan ► End users trained ► Solution rollout to end users ► Knowledge transfer sessions delivered ► Solution in production environment ► Identify any remaining and develop plan to address ► Implement TBM roadmap ► Transition solution to IT performance management group Workproducts ► Cost model release roadmap ► Data Advisor ► R1 plan ► Discuss ITPM analytics and governance ► Progress reporting for stakeholders ► Solution Requirement Document creation ► Operational Runbook creation ► Design ITPM analytics and governance/roadmap ► Operational Data Runbook and Progress Reporting decks and other docs for stakeholders and IT Performance Management Org. ► Document and sign off on ITPM Org responsibilities and governance ► Operational SaaS solution in operation ► TBM Roadmap maturity ► IT Performance Management Organization in operation
  • 28. Page 28 Activities W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 W15 W16 Plan Walk through SOW, identify and document data sources and stakeholders Develop Cost Model R1 Plan Design Design financial and Infra layers including methodology (allocations from cost source to IT resource towers/ towers to infra-apps and services) Technology/data architecture (Arch), identify data gaps, design signoff meetings (R1 Plan and Design) Build SaaS model and report configuration Iteration review and signoff (Financial, Infrastructure and Services/BU layers) Ongoing validation (data, allocations, modeling) Build out data quality, runbook and package solution documentation/training Operate Stakeholder Demo and Endorsement Define operational cadence and process Execution of Rollout Plan and TBM Roadmap Establishment of ITPM Set up ITPM organization and function and agree governance/ reporting protocols Sign off on responsibilities and accountabilities of ITPM team including stakeholder responsibilities Define base set of CIO and executive dashboard metrics / reports Knowledge transfer and solution in production Step 7 - ITFM Cost Transparency Project Timeline Key DecisionMilestoneNote: The timeline will differ depending on the project 1 Arch sign-off IT layer draft design logic complete Build Validated Data quality plan defined Dataset sign-off Stakeholder agreement Sign-Off Governance structure agreed and in place 2 3
  • 29. Page 29 Step 7 – Implementation Follow leading practice PM processes ► Full project management rigor, such as PMI, should be applied, which includes: ► Project charter ► Project plan ► Communications plan ► Risk register ► Action items ► Status reporting
  • 30. Page 30 Go-Live has passed… now what? Start with a clear plan and be realistic with time to value If you are organized and align with your colleagues on initiatives and goals, the path will be much easier Truly successful ITFM automation allows for maximum cost efficiency and defensible ROI
  • 31. Page 31 Evolution of ITFM tool capabilities Phase 1 Budget Variance Cost Pool and Resource Tower mapping Service Costing Phase 2 Application and Service Variance Showback to the BU Phase 3 Streamline Budget and Forecasting Align projects and portfolio investments to business strategy Phase 4 Bill of IT (Chargeback) App TCO and Rationalization Analyze capacity and consumption of IT Resources ITFM Tool Selection and Configuration Start Jan 2016 April 2016 July 2016 Oct 2016 Jan 2017
  • 32. Page 32 Develop a plan Now that you know what the gaps are, develop a plan to address and fill them. Prioritize the gaps so that you focus on the most important ones first. Implement the plan Sounds easy, but having a good plan with well understood objectives and the right support will make a big difference! Perform a gap analysis Using this material as a leading practice, review the recommended steps of the journey and note where there are gaps What if I already bought a tool and I’m not getting the expected value?
  • 34. Page 34 Peter Hidalgo, Jr ITFM Services Leader Senior Manager IT Transformation Advisory Services Ernst & Young LLP 5 Times Square New York, NY 10036-6530, United States of America Pete.Hidalgo@ey.com Mobile: 973-223-5616 Education West Point - USMA BS – Engineering Columbia University MBA Certification(s) PMP ITIL Financial Management ► Senior Manager with over 20 years of experience in I.T. Financial Management, Telecom and I.T. infrastructure, Cost Optimization, Program Management, and I.T. Shared Services Transformation. ► Deep industry experience in managing and optimizing I.T. costs. Previous responsibilities included serving as the Global I.T. Financial Manager for a Fortune 100 company, where he managed an annual operating budget of over $100 million. In that role he also developed and implemented an ITIL based service costing and chargeback process, resulting in improved client satisfaction and major, recurring cost savings. ► Currently serves as the I.T. Financial Management Service Leader within Ernst & Young’s IT Advisory practice Relevant experience ► Assisted a Fortune 50 global manufacturing client with redesigning their current IT allocation model and processes for over $1 billion in annual spend ► Advised a Fortune 50 pharmaceutical client with improving their IT financial management processes, cost transparency, data management, chargeback model redesign, service owner framework, and automation ► Advised and assisted a leading media and entertainment company to transform their IT operations into a shared services model encompassing 11 major service domains. Also assisted in the development of a data center strategy, a WAN architecture review, and a detailed IT service cost analysis, to include the development of a service catalog, and a chargeback model. ► Assisted in an IT infrastructure (voice, data, and data center) strategic assessment and financial analysis for a Fortune 500 corporation, which resulted in identifying the strategies to improve network and data center performance and availability, in addition to saving $32M - $53M over three years in IT operating expenses. ► Supported an IT Cost Optimization study for the premium spirits and wine supplier in the U.S., which addressed their telecom and infrastructure spend. Identified annual savings of 10% to 19%. ► Advised in the strategic assessment of the voice and data networks for a Fortune 500 high tech manufacturing firm, which resulted in a new technology direction (VOIP) and Identified over $9M in annual savings. ► Assisted in performing an IT Operations strategic assessment for a Fortune 100 manufacturing corporation, focusing on data center consolidation. Developed data center consolidation and disaster recovery strategies, in addition to Identifying over $5M in annual savings. ► Advised a leading medical device manufacturing company in the evaluation of their outsourced infrastructure service contracts, resulting in overall savings of $5M - $6M, or 35% - 45%. ► Assisted a Fortune 100 consumer staples company with the assessment of their wireless telecom services contracts, resulting in overall savings of $6M - $9M, or 45% - 55%.
  • 35. Page 35 Scott Rhule Scott Rhule Manager IT Transformation Advisory Services Contact information Mobile: +1 919 697 5863 Scott.Rhule@ey.com Education University of North Carolina – Charlotte ► Scott Rhule is a Manager in the Performance Improvement practice within IT Advisory Services at Ernst & Young LLP. Scott has 5+ years of Professional Services experience, concentrated in the IT Financial Management space, which includes delivering value in the IT Cost Transparency, IT Planning, IT Benchmarking, Service Costing, IT Cost Optimization and Application total cost of ownership (TCO) sectors for Fortune 500 companies. His specialty is building end-to-end software solutions around the ITFM and ITSM space, most notably Apptio and ServiceNow. At EY, Scott has led multiple cost transparency and cost modeling projects across both platforms, both within the US and overseas. Scott is seen as a trusted advisor consulting clients on how to properly leverage ITFM and TBM best practices to satisfy business requirements and achieve goals/milestones set forth by the CIO agenda. Engagement Experience ► Staffed as technical lead developer and solution architect for full end-to-end ITFM Module design and build within Geneva release of ServiceNow for a global manufacturer. Engagement was centered on taking a full FY cost transparency model previously built in Excel, and replicating the build using the out of the box ITFM module available within ServiceNow. This module was built to provide deep cost transparency around the IT and business services, sites and applications that the client provides to the business in order to make better decisions and manage their constantly changing budget/forecast. ► Worked as project manager and technical architect for end-to-end cost transparency, IT benchmarking and business insights configuration of Apptio for major world airline. Was responsible for organizing the planning, design, build and operate lifecycles of the engagement. This also included a 6 week IT cost optimization sprint at the end of the engagement, focusing on investigating potential cost saving hypotheses and building all materials to summarize findings. ► Drove delivery in every phase of service delivery lifecycle (SDLC) for IT cost transparency and IT cost optimization (ITCO) solutions for two of the largest hotel and hospitality companies in the Fortune 500. As technical lead consultant on these projects, was responsible for owning the technical architecture and implementation of the software, as well as being lead advisor for Technology Business Management (TBM) related consulting and best practices. These best practices include how to properly define the key datasets needed for a successful implementation, how to analyze and document data for gap analysis, as well as allocation, cost driver and data modeling strategies and training. Led on-site design sessions with members of IT Finance, IT Infrastructure and C-Level Executives to ensure proper transparency within client organization. ► Was technical lead consultant on Service Costing and Bill of IT projects for companies in the Financial, Automotive and Insurance verticals. Assisted in advising these clients how to develop an internal TBM office so that after implementation and delivery they can continue to run the TBMO internally.
  • 36. EY | Assurance | Tax | Transactions | Advisory About EY EY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities. EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organization, please visit ey.com. Ernst & Young LLP is a client-serving member firm of Ernst & Young Global Limited operating in the US. © 2016 Ernst & Young LLP. All Rights Reserved. 1406-1272833 ED None This material has been prepared for general informational purposes only and is not intended to be relied upon as accounting, tax, or other professional advice. Please refer to your advisors for specific advice. ey.com