Asset Management Strategies

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20 Νοε 2013 (πριν από 3 χρόνια και 8 μήνες)

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IT Asset Management

Asset Management Strategies

in a Changing World

Norman
Pugh
-
Newby, CPPA

September
2013

Copyright © 2013 Deloitte Development LLC. All rights reserved.

1

2013 National Education Seminar / Orlando, FL

IT Asset Management (ITAM)


The integrated management of an organization’s IT asset inventory, policies, processes,
tools, and resources in order to support life cycle management of Information Technology
assets

Objectives:


Establish and maintain physical accountability
of IT assets


Allocate assets
as efficiently and productively as possible


Provide accurate configuration status
of assets in accordance with defined standards


Maintain full compliance
with software licensing agreements


Establish

a centralized and complete
asset information repository

to support day
-
to
-
day IT operations and maintenance functions, plus IT asset life cycle management

IT Asset Management


Definition & Objectives


ITAM
provides visibility of IT assets and how they relate to mission needs
.


Copyright © 2013 Deloitte Development LLC. All rights reserved.

2

2013 National Education Seminar / Orlando, FL


IT Assets include all elements of hardware and software found in an enterprise
environment


Consist of 6 asset categories with discrete asset contents:

-
Facilities Cable Plant

-
Facilities LHI

-
Network

IT Assets


What are They?



-
Server

-
Storage

-
End User Devices

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3

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2
core processes

(Accountability Management and Asset Operational Management)


4 interfacing processes

(Financial Management, Procurement, Configuration
Management and Assurance Management)


The interfacing processes collaborate with each of the core processes


Each of these core and interfacing processes are supported by a number of sub
-
processes described in the diagram above

IT Asset Management


Conceptual Model

Copyright © 2013 Deloitte Development LLC. All rights reserved.

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Core Process: IT Accountability Management

Accountability Management


Discovery


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IT Asset accountability management is the process of establishing and maintaining
accurate accountability records of the IT assets under your control

-
Managing IT asset costs requires tracking IT assets across the entire asset lifecycle
until they are no longer of capital or regulatory value.



Effective asset accountability management requires the support of automated tools

-
3 distinct types of automated tools

are typically used to support an effective asset
accountability program:

1.
Auto
-
discovery

2.
Repository

3.
Usage

IT Asset Accountability Management

Copyright © 2013 Deloitte Development LLC. All rights reserved.

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2013 National Education Seminar / Orlando, FL

Discovery is the process of identifying all the IT assets that are in the network


Assets are typically comprised of servers, network equipment, storage devices,
computers, printers, monitors, external peripherals, cable, and leasehold improvements


The discovery of IT assets can be automated via the use of
auto discovery tools

which
generally work in two distinct methods:

-
Agentless Tools:

Agentless tools discover network devices automatically by scanning
an Internet Protocol (IP) address range

-
Agent
-
based Tools:

Agent
-
based tools require the installation of an agent on the
networked device


One pitfall of auto discovery tools is that they are often encumbered by firewalls or
governing security policies

IT Asset Discovery

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2013 National Education Seminar / Orlando, FL


Inventory is the periodic and systematic counting and verification of the total assets on
hand. Some key business management benefits of the inventory function include:

-
Maximizing use of existing assets resulting in a lower overall inventory cost

-
Minimizing operating support costs

-
Maintaining compliancy with regulatory guidance


The inventory is housed in a
repository tool
which consolidates the physical IUID, serial
number, model number, financial (e.g., purchase price, depreciation and book value) and
contract (e.g., terms and conditions, warranties, service levels and entitlements)
information associated with enterprise IT assets


Inventory repositories facilitate a full
-
service approach to IT asset life cycle planning,
including implementation, management processes, retirement, and disposal


Discovery tools feed information into the repository tool


Repository tool typically integrated with
Software Usage Tool
(SUT) which maintains an
inventory of software usage

Inventory Operations

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2013 National Education Seminar / Orlando, FL

Supply Discipline

is a process by which IT asset managers hand receipt property down to
the lowest level user to
establish responsibility

and then manually inventory the assets
periodically to
confirm and sustain accountability
. Key roles and responsibilities should
include the following:


Asset Managers

-
Asset Managers have responsibility for ensuring that all personal property is properly
maintained, safeguarded, accounted for and accurately reported


Accountable Property Officers

-
Individuals who, based on their training, knowledge, and experience in property
management, accountability and control procedures, are appointed by proper authority
to establish and maintain an organization’s accountable property records, systems,
and/or financial records


Property Custodians

-
Individuals who are appointed by the Accountable Property Officer who accepts
custodial responsibility for property, typically by signing a hand receipt


Asset Database Audit Process

-
On a regular basis, an audit of the assets in the repository tool data base should be
conducted via reconciliation with the Accountable Property Officer records

Supply Discipline / Asset Database Audit

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9

2013 National Education Seminar / Orlando, FL

Core Process: IT Operational Management

Operational Management


IT Operations Management


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The purpose of Asset Operations Management is to coordinate and carry out the day to
day activities associated with IT Asset Management


High level activities include functional management of the following elements involved in
making the system in its entirety work together:

-
People

-
Processes and procedures

-
Technology

-
Data elements

Asset Operational Management

Copyright © 2013 Deloitte Development LLC. All rights reserved.

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2013 National Education Seminar / Orlando, FL


IT Operations Management

is responsible for the execution of operational processes
that are necessary to manage the IT asset lifecycle.


The processes below are responsible for monitoring business requirements and
coordinating the appropriate resources to meet organizational needs:

-
Software License Management

-
Change Management

-
Problem Management

-
Capacity Management

-
Availability Management


Service Desk management

is the primary point of contact for users when there is a
disruption in the operation of an IT asset


The Service Desk also serves as a point of coordination between different IT groups in an
organization when the need arises

IT Operations Management / Service Desk Management

Copyright © 2013 Deloitte Development LLC. All rights reserved.

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Technical Management


Responsible for making sure IT assets ate placed into service with the most resilient and
cost effective technology available


Diagnose and resolve complex technical issues beyond the capability of the service desk


Serve as guardian of technical knowledge for design, testing, operation and optimization
of IT assets

Vendor Management


Responsible for making sure that appropriate access is available to contract support for all
IT assets to include replacement equipment for assets reaching end of life


Responsible for ensuring that contractual performance requirements are met

Technical Management / Vendor Management

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13

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Interfacing Process: IT Financial Management

Financial Management


Expense Forecasting


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Financial Management


The process used to plan and manage cost allocations across departments for asset
procurement, maintenance, and related services


It
enables control and accountability for spending

at the organizational and
departmental levels, based on actual need


Aids in reducing waste and increasing efficiencies in spending

and usage associated
with assets and services

Financial Management includes:


Expense Forecasting


labor and asset resources needed for baseline plan


Investment Decisions


based on framework of costs vs. benefits


Charge
-
back



charging IT costs back to the using departments


Policy Compliance


e.g., DoD FMR Vol 4, Ch 6, Accounting for PP&E


Cost Allocation/Tracking


Supports cost control and governance.


Depreciation



Allocates cost over useful life of assets


Business Case Analysis


Foundational analysis for justifying IT investment $$$

Financial Management

Copyright © 2013 Deloitte Development LLC. All rights reserved.

15

2013 National Education Seminar / Orlando, FL

Interfacing Process: IT Procurement Management

Procurement

Management


Requirements Determination


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2013 National Education Seminar / Orlando, FL

Procurement


The procurement function involves the acquisition of network components and services
with the following considerations to benefit the network operators and customers:

-
Best possible
total cost of ownership

-
Right
quantity and quality

-
Right
time

-
Right
place

-
Right
source


The procurement process typically involves risk in either the cost or benefits and is a good
business practice to make use of economic analysis methods such as cost
-
benefit
-
analysis or cost
-
utility analysis


An
Information Services Procurement Library

is a best practice library for the
management of IT related acquisition processes which enables:

-
The customer and supplier organization to achieve the desired quality

-
Constructing the request for proposal

-
Constructing the contract and delivery plan

-
Monitoring the delivery phase

Procurement

Copyright © 2013 Deloitte Development LLC. All rights reserved.

17

2013 National Education Seminar / Orlando, FL


Requirements determination is the process of determining the business
justification
,
requirements,
specifications

and approvals needed to proceed with the procurement
process


Key processes include requirements specification, support team identification,
using cost
-
benefit analysis or other analytic techniques to justify alternatives, assessing relative risk
and
benefits, and
obtaining necessary approvals to proceed with the procurement process


Key requirements planning issues that need to be addressed include:

-
What
are the important costs versus budget considerations?

-
What will be your process for separating requirements from wants
?

-
How should
support
teams be configured
and sourced for validated requirements (e.g.,
internal
and external
resources)?

-

How will you capture performance specifications and other outputs for use in later
phases such as quality management?

Requirements Determination

Copyright © 2013 Deloitte Development LLC. All rights reserved.

18

2013 National Education Seminar / Orlando, FL


The acquisition process involves evaluating and selecting appropriate suppliers and
completing procurement arrangements for the required products and services


The acquisition process includes identifying sourcing alternatives, generating
communications (such as RFPs and RFQs) to suppliers, evaluating supplier proposals,
and negotiating contracts with suppliers


Key considerations for the
IT Asset Manager include
:

-
Provide input to the contract language to require vendors to provide key information
needed to help create complete records for the assets when they arrive, for example:
Purchase price; Complete asset description; Manufacturer; Model; Serial number; and
Warranty expiration date.

-
Use available information from the acquisition documents to prepare skeletal records
for the assets to facilitate tracking of the acquisition process and rapid completion of
the asset records when the assets arrive.

Acquisition Process

Copyright © 2013 Deloitte Development LLC. All rights reserved.

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2013 National Education Seminar / Orlando, FL

Ordering


IT Asset managers should understand the ordering process and be able to
use the
ordering system to validate that the right number and type of components were
ordered



The ordering system should offer certain capabilities:


Deliver
requisition, quotation, vendor, purchase order, and contract information to
allow
ordering personnel to
proactively plan work and systems
delivery


Streamline the ordering, payment, and invoicing process and utilize a common data
model so that data can be shared among order and invoice tools and applications


Provide
a process for working and updating Order
Modifications

Copyright © 2013 Deloitte Development LLC. All rights reserved.

20

2013 National Education Seminar / Orlando, FL


Contract management can be summarized as the process of systematically and efficiently
managing contract creation, execution, and analysis for the purpose of maximizing
financial and operational performance and minimizing risk


Contract management should ensure that products and services covered under the
contract are provided in the required quality and quality, and within the prescribed
timeframes


Understanding, predicting and being able to
effectively mitigate risk

are critical to
effective contract management


Help yourself to mitigate risk by creating a
historical database

with details of critical
issues associated with previous contracts such as:

-
Real costs and duration versus budget and planning schedule

-
Problems/solutions to include contract decision point challenges

-
Effectiveness of suppliers and delivery plans

-
Quality of supplies and services

Contract Management

Copyright © 2013 Deloitte Development LLC. All rights reserved.

21

2013 National Education Seminar / Orlando, FL


Strategic sourcing is an objective
-
driven procurement process that can systematically
improve and evaluate purchasing activities


A strategic sourcing methodology contributes to optimization of the procurement
process by taking the following steps:

-
Analyzing current spends (what is procured and where)

-
Identifying internal requirements (quality requirements, product specifications,
service expectations)

-
Analyzing the market (market conditions, supply base, emerging products)

-
Develop/Implement strategy (best suppliers given supply/demand/risk factors,
managed negotiations, contract award, track performance metrics
)


The
IT Asset Manager plays a key role in the strategic sourcing methodology

by
leveraging information used in the ITAM process

Strategic Sourcing

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22

2013 National Education Seminar / Orlando, FL

Software License Management


The effective procurement and management of software licenses is an important special
area of procurement management


The
IT Asset Manager has the critical information required to support effective
procurement and management of software licenses


Software
license management requires an understanding of where licenses are
consumed
(Software Usage Tool)
,
identifying potential savings, and aggregating costs


An important goal of Software License Management is to
eliminate software
overbuying

and illegal use


Failure to
harvest licenses for reuse

or to ensure license compliancy leads to software
overbuy and/or illegal deployment


Reports available in the IT Asset Management
repository tool

should include software
compliance


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23

2013 National Education Seminar / Orlando, FL

Interfacing Process: IT Configuration Management

Configuration
Management


Software Deployment


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2013 National Education Seminar / Orlando, FL


Centralized configuration management provides IT system managers with control over
the operating system and application settings of each end
-
point system and is a key
element of network security and compliance

Key sub
-
processes include:

Configuration Management

Configuration Management Database (CMDB)


Center piece of effective configuration
management.


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Involves transmitting the right software
applications, updates and patches to the right
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Monitoring


As IT assets become incorporated into an IT
infrastructure, IT operations systems
continually monitor the health of these
systems, support problem root cause
identification, initiate service and support
activities as needed, and validate their
effective implementation


Monitoring continues over assets’ lifecycle

Install/Move/Add/Change (IMAC)


IT assets are sometimes moved, upgraded,
changed, and even repurposed over their
lifecycle


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-
to
-
date information in
the CMDC facilitates financial optimization
of IMAC activities

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25

2013 National Education Seminar / Orlando, FL

Interfacing Process: IT Assurance Management

Assurance
Management


Security Management


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26

2013 National Education Seminar / Orlando, FL


The purpose of all assurance functions and activities is to instill confidence in the
infrastructure that it is securely employed for all computerized transactions and
exchanges of data


Each function within assurance seeks to accomplish this by putting in place a series of
checks, audits, process, and procedures in order to safeguard the confidentiality, integrity,
and availability of information

IT Assurance Management

Security Management


Ensure any and all
security risks that have
been identified are
managed effectively, to
include
resistance and
recovery from hacker
attacks



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resources are used
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Information Assurance


Various organizations
have their own Information
Assurance Certification &
Accreditation processes


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Authority to Operate

provided by an

Operational Designated
Approval Authority

(ODAA)

Compliance

ITAM systems are required to
be compliant with a variety of
directives, regulations and
orders. Examples of these
include:


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Standards & Technology
(NIST)


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27

2013 National Education Seminar / Orlando, FL












2 core processes (Accountability Management and Asset Operational Management)


4 interfacing processes (Financial Management, Procurement, Configuration
Management and Assurance Management)


The interfacing processes collaborate with each of the core processes


Effective IT Asset Management is a multifaceted inter
-
related process performed by
a knowledgeable and integrated ITAM team

IT Asset Management
-

Review

Copyright © 2013 Deloitte Development LLC. All rights reserved.

28

2013 National Education Seminar / Orlando, FL


ITAM effectiveness normally correlated to ITAM maturity


ITAM maturity measured using Gartner ITAM Maturity Model


Maturity model defines five levels of ITAM maturity

-
Basic

-
Reactive

-
Proactive

-
Service

-
Value Creation


Gartner facilitate an understanding of each level by defining the characteristics of each
level with regard to people, processes, and technology.


Reaching the Value Creation maturity level requires an iterative approach of continuous
improvement over the course of many years


The proper planning and considerations need to be in place to leverage the requisite
ITAM
tools and strategies

How Effective is Your ITAM Program?



0: Basic

1: Reactive

2: Proactive

3: Service

4: Value Creation

Maturity Level




People


Few control
mechanisms,
significant gaps in
responsibility and
accountability


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ITAM team beginning to
form


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)



ITAM team members
gaining understanding of
the full scope of ITAM


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team members


ITAM team knowledgeable
and integrated.


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.



Process


Little process
maturity and no
knowledge of what
assets are owned or
where they are


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ITAM processes
maturing with focus on
annual physical
inventory


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ITAM lifecycle management
processes defined and
implemented


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Metrics are in place to
measure value and service
levels have been created to
meet business/ IT goals


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Audits are conducted to
review the efficiency and
effectiveness of established
ITAM business processes


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Technology


Lack of adequate
tools to track and
manage assets


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to track assets


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Software usage tool and
auto
-
discovery tools are
integrated with the asset
repository tool


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All operational and
accountability systems in
place and appropriately
integrated


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Mature ITAM

Estimated

Current State

Notional

Starting Position

How Effective is Your ITAM Program?

Modified Gartner ITAM Maturity Model

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30

2013 National Education Seminar / Orlando, FL

Questions?

Please Contact:

Norman Pugh
-
Newby, CPPA, PMP

Manager, Deloitte

(M)
240
-
460
-
4499


npughnewby@deloitte.com


About Deloitte

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k o
f
member firms, each of which is a legally separate and independent entity. Please see
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