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Optional Workshop and Seminar Agenda

Monday, April 18

7:00-8:00 a.m.

Conference Registration and Full Breakfast Buffet

8:00-11:45 a.m.

Two-Day IT Finance Boot Camp: Part 1 (4 hours)

Robert Mischianti, Vice President and

Anthony Pantaleo, IT Strategist

Nicus Software

What makes IT Finance different from any other finance job? This two-day workshop is ideal for finance and accounting professionals new to the world of IT Finance. We will dissect IT spend, examine technologies deployed in a corporate data center facility and its operation, and deep-dive common accounting practices used by IT Finance professionals. Additionally, we’ll discuss the emerging challenges facing an IT Finance organization as they support a modern day CIO. Topics will include:

  • An IT Finance Position
    • Position Description
    • Roles & Responsibilities
    • Staffing Recommendations & Ideal Candidates
  • IT FM Maturity
  • IT FM Best Practices
  • IT FM Value
    • The Value Proposition of IT (to Multiple Stockholders)
    • Running IT Like a Business
  • Foundational Knowledge
    • Anatomy of a Data Center
    • IT Spend Breakdown
    • IT Service Catalog
    • IT Consumers: Applications, End User Computing, & Business Services
  • IT Finance Calculations
    • D&A (Hardware Depreciation & Software Amortization)
    • Labor Rate Calculations (Internal & Application Development)
    • Capitalization of Internally Developed Software (SOP 98-1)
    • Project Financials
    • CapEx v OpEx & Capital Tracking
    • Building a Forecast (Baseline Calculations, Adjustments, & Approval Process)
    • Cost Modeling Methodologies, Service Costing, Cost Allocation, Chargebacks, and Bill of IT
  • IT Finance Data
    • Actuals, Budget, & Forecast
    • Allocated Views & Supporting Detail
    • Data Gathering
    • Metrics & Operational Drivers
  • Reporting & Analytics
  • IT Finance Toolset

Review of the Chronological Growth & Maturity of IT Financial Management (4 hours)

Les Ackerman, IT Finance Director

UT Southwestern Medical Center

Join the speaker on his journey of how IT Financial Management evolved at their organization, starting from very simple financial and FTE tracking reports used for forecasting and budget tracking, to developing better financial disciplines and cost control driven by listening more to the users to better meet their financial needs. We will discuss the areas where we made the most improvements:

  • Project Planning
  • Capital vs. operating expense tracking
  • Maintenance expense control
  • Resource planning
  • Forecasting
  • Application and activity costing
  • Funding, sourcing, allocations, chargebacks
  • Cost and metric transparency

Accelerate Your IT Transformation: How to Build Service-based Cost Models (4 hours)

Khalid Hakim, Operations Architect and

Charles McVeigh, Senior Staff Engineer – ITBM

VMWare

What is the #1 challenge in IT financial management? In a recent VMware webinar, fully 75% of 118 worldwide IT decision makers indicated that it was the lack of understanding of the true cost of IT services. The results include random service cost allocation, arbitrary cost-cutting decisions, and a perception that “IT is expensive,” to name a few. One less obvious result: Lack of visibility into IT costs can actually slow down your IT transformation initiative. As more business leaders recognize the integral role the IT organization plays in the overall success of the enterprise, they have higher expectations of IT’s performance and its ability to show its value. Today’s service managers/owners must be more than tech-savvy; they must also be financially savvy. They must have the business acumen needed to transform IT from a technology provider to a valued business partner and an IT-as-a-Service (ITaaS) provider. The ability to quickly re-engineer the cost model to align to a service-oriented and customer-centric model is a critical step in the IT transformation journey. So ask yourself: Are your service managers involved in managing their service financials? Do they have a clear definition and a cost structure for every service they manage? Is your current cost model based on expense codes, cost centers, cost by department or cost by customer? Do you do arbitrary cost cutting or allocation? Are you challenged by cost optimization goals? Can your service managers and IT leaders defend their numbers? Would you like to be the strategic partner of your organization’s CFO and CEO? To accelerate your efforts to align business goals with IT capabilities, you must provide cost transparency both internally and back to the business, and that means your organization requires an in-depth understanding of the costs associated with delivering IT services. Minimizing IT costs while maximizing business value should be the core principle of IT business management, yet many service managers do not have a good appreciation of the role service costs play in an effective IT business management practice. This session offers insights and guidance from experts.

Enterprise Asset Management and IT Asset Management (4 hours)

Rajesh Radhakrishnan, Principal Consultant and Chief Architect

Zygous Consulting

This workshop will introduce you to Enterprise Asset Management and IT Asset Management, discuss the overlap between the two, and discuss opportunities to innovate with both independently and inter-dependently with the use of case studies and actual examples. We will introduce a framework for both in the context of a firms Business and IT Strategy & Architecture, Business and IT Operations, Sourcing and Service Management (SIAM or Service Integration and Management) Strategy. Key components of the Asset Management Framework will be discussed during the first session of the workshop. The second session will focus on the overlap between enterprise asset management and IT asset management. The third session will focus on innovation with these two processes independently and the last session will focus on innovation in the overlap area with significant inter-dependencies between the two processes.

12:00-12:50 p.m.

Buffet Lunch

Networking lunch tables for you to

meet those with common IT Finance interests.

1:00-3:45 p.m.

Two-Day IT Finance Boot Camp: Part 2 (3 hours)

Robert Mischianti, Vice President and

Anthony Pantaleo, IT Strategist

Nicus Software

(Continued workshop from the morning sessions.)

Service Portfolio Lifecycle Management (3 hours)

Nan Braun, CEO/Founder and

Terry Dawkins, Consultant

Thavron Solutions

You have finally made the shift to IT Services - now what? We will cover how to define your Service Portfolio, the key metrics to measure their success, and how Service Lifecycle Management helps IT communicate more effectively with the Business. It is important to note that this is not Project Portfolio Management.

Cost Modeling A to Z (3 hours)

Dean Meyer, author and master cost modeler

NDMA, Inc.

In just half a day, you'll learn everything you need to know to build a comprehensive, accurate cost model – one that calculates rates for your service catalog, and optionally produces an investment-based budget. Contrary to popular opinion, cost modeling isn't all that hard. A few key insights, an understanding of the data you need, and a step-by-step process, will light the way. This session will help you refine what you've already done, or start from scratch. It will help you program your own simple prototype in Excel, or be a smart-buyer of available tools. And it'll help you navigate the politics of engaging your IT leadership team in supporting your efforts. The workshop will cover:

  • Begin with the end in mind: what results look like
  • The basic unit of cost models: managerial group
  • The layers of direct and indirect costs
  • The data you need organizationwide
  • The data you need for each managerial group
  • Putting the pieces together and what it looks like
  • Step-by-step recipe
  • Implementation options and the politics of engaging your leadership team

IT Planning, Programming, Budgeting and Execution (3 hours)

Bryce Thorpe, Sr. Program Planning & Budgeting Analyst

Cask, LLC

IT Budgets can often be confusing and hard to understand. Yet, with the right eye and the right approach, we can still find the hidden value in properly planning, programming and budgeting for IT needs. The key to success is becoming a connoisseur of the dynamics impacting IT budgets. This workshop will cover the following major categories to improve your budgeting process and procedures:

  • Resource environment
    • What is the current funding environment
    • IT role in strategy, priorities, short term goals
    • Clearly differentiating investment from maintenance/support
    • Using and posturing for end of year funds (eat when the dinner bell rings)
    • Right sizing operations and maintenance (take what you need, but eat what you take)
  • Operational impact
    • Technology is a strategic asset
    • This is where we get into the process and technology piece. Articulate and socialize your goals, decide how IT fits and what you want to do, then come up with how you are going to do it
    • Articulating the operational impact of IT – How do you measure IT value and performance against other alternatives? To do this, we have to have a good estimate of life cycle IT costs, investment for the infrastructure, the cost of providing services, and the cost of security. Each of these will have values that must be interpreted in light of risk.
  • Outside factors
    • Interdependency between programs and technology (internal/external links)
    • Joint venture and differing priorities (do all partners see the same value)
    • Impact of legislation, policies, and other guidance

Tuesday, April 19

7:00-8:00 a.m.

Conference Registration and Full Breakfast Buffet

8:00-11:45 a.m.

Two-Day IT Finance Boot Camp: Part 3 (4 hours)

Robert Mischianti, Vice President and

Anthony Pantaleo, IT Strategist

Nicus Software

(Continued workshop from Monday sessions.)

IT Financial Management Best Practices (4 hours)

Paula Bowie, Director

Ernst & Young

Starting with the End in Mind: The purpose of a good IT Financial Management/IT Business Management practice is to deliver business benefit. As a best practice it is important to understand what business benefits are most relevant to the organization. For example: bringing greater understanding to the level of spend; providing transparency to the technology leadership team; support chargeback to identify drivers to change spend; identify the units of consumption that business leaders can truly impact; facilitate improved investment portfolio management to provide end to end spend data on the cost of doing business. Understanding where the organization is in its maturity is important in defining target state and the steps to get there. A vital part of driving target state is really understanding the end-state analysis the organization is driving toward. This drives the data architecture needed for success.

Getting Started: After gaining agreement for the target state, and the interim steps, it is important to take action. I’ve observed several organization take no action simply because they wish something to be “perfect” before they do anything. Organizational life is rarely like that, so it is important to take the first step. If your project can demonstrate some “Quick Wins” and build confidence with the stakeholders, it helps to build participation and gain traction. We will share examples of how to get started and typical “Quick Wins” from the perspective of technology leadership/program/project managers and of business leadership/managers.

Moving Up the Maturity Curve: We will share how a “Best in Class” organization typically moves through the Maturity Curve, e.g., identification, transparency, analysis, consumption/demand management.

ITFM is a Team Sport: To achieve the very best IT financial management results, several teams need to be fully brought into the approach. The typical teams that can make or break the approach are: IT PMO organization, portfolio prioritization organization, central/core Finance team, line of business Finance team, IT COO organization, central procurement organization, central/IT vendor management organization, and IT operational teams (architects, asset managers, helpdesk leaders). We will share the practical impact that these teams can have in ensuring that the reference data appended to transactions is the best quality it can be in support of more mature processes like Total Cost of Ownership (TCO).

Things to take into Consideration: We will share thoughts about people, process, platform and controls. These four areas require equal focus to ensure success. For example: the best platforms with the best processes will not deliver the analysis without the right individuals to analyze and interpret.

Frequent Roadblocks: We will share thoughts on the most frequent roadblocks experienced by organizations and how you can leverage the experience of others to mitigate the impact. Consider when and how to leverage the experience of external organizations, e.g., software providers, software integration specialists, Big 4 consulting firms, and niche consulting firms. Each one of these organizations has something to offer at different parts of the process. Bringing the right person in at the right time can help an organization accelerate the benefits.

Investment Based Budgeting Implementation (4 hours)

Jeffrey Lockenvitz, I.S. Controller

United Parcel Service

Many companies are faced with the challenge of funding IT as a strategic investment for business growth when, at the same time, IT is considered an element of overhead that must be reduced. This workshop will review an approach to facing this challenge with a recent investment based IT budgeting process implementation. It will include discussions about the key elements of financial process and system design that simultaneously enable run rate management, investment based budgeting and project prioritization. The many lessons learned along the way will also be shared.

IT Culture Shock – A Survival Guide for Those Undergoing Transformation to Agile Environments (4 hour)

Penny Collen, Cloud Financial Thought Leader

The rate of change in IT is unprecedented. Mobility and easy access to applications have made Shadow IT a way of life. Some studies show for every use of outside IT service the CIO finds, ten others exist! There is advice on tightening controls and advice on encouraging more external usage. Options for sourcing technology abound and are as easy to acquire as accessing a website. This workshop will walk through the reality of cloud and hybrid IT environments. We will talk about the players in this space – who to watch! What are the internal impacts of transforming IT to an agile environment? Does cloud really have to be a part of your transformation? Does your current staff have the skillsets needed to perform in this new world of mobility? How does the role of the CIO need to change? What is bi-modal IT and do you believe it is the answer to providing more innovation? What will happen to financial management activities around asset management, contract management, funding and forecasting? This workshop will be especially enlightening for IT Finance Managers as you can get a perspective of the global nature of IT operations today and hear suggestions to keep yourself grounded while the IT world keeps spinning.

12:00-12:50 p.m.

Buffet Lunch

Networking lunch tables for you to

meet those with common IT Finance interests.

1:00-3:45 p.m.

Two-Day IT Finance Boot Camp: Part 4 (3 hours)

Robert Mischianti, Vice President and

Anthony Pantaleo, IT Strategist

Nicus Software

(Continued workshop from the morning sessions.)

Continued workshop from the morning sessions.

Bryce Thorpe, Sr. Program Planning & Budgeting Analyst

Cask, LLC

The IT explosion has left a lot of collateral damage and carnage in its wake. You feel overwhelmed, out of place and a bit lost in dealing with IT budgets, IT lingo, IT training sessions and finding your way around the IT technical and financial worlds. This workshop is designed to help you identify the things you CAN do by understanding how we got here. We will identify common problems we all face and consider some things you can begin to do right now to ensure you have the right compass heading. Among the problems discussed are micromanagement, managing change, identifying what is and is not important, achieving success, finding the best people, leading and managing people, and much, much more, including:

  • How we got here
    • Explosion of information availability
    • What Facebook and ITFM have in common
    • IT ADD: Too many choi….squirrel!
    • The micromanagement mouse and the information cheese
  • What we CAN do
    • Know how much is enough
    • Demand what you expect, don’t demand what you don’t need
    • Difference in how do you use it and when do you need it
    • Fashion a strategy and stick with it…at least for awhile
  • As much art as science
    • Find the best people
    • Make double sure you did #1
    • Information is no substitute for intelligence
    • Lead people – give them meaningful work and demand meaningful results
    • Never neglect the smell test
    • Executing those who make mistakes will lead to fewer mistakes but it will also crush creativity and initiative

Calculating the True Cost of IT Services (3 hours)

Brian Stedman, Director of Product Management for ComSci

Upland Software

A hands-on workshop of managing technology and shared service costs. Everyone talks about Running IT more like a business but without understanding the cost of delivering a single unit of service to your internal customers it can’t be done. Then you will be able to benchmark and trend performance against industry standards. The key aspect for IT to answer is whether the cost of delivering services is due to increased demand, or increased delivery costs, or both. At the same time, there has to be metric to show increasing value for the company.

This workshop will give you valuable information to:

  • Understand benefits & results of unit costing
  • Define cost drivers of the IT business and Line of Business
  • Align cost recovery with consumption
  • Design/build several multi-dimensional models with unit costing
  • Reciporical Costing and other methodologies are explored
  • Deploy best practices that work

The workshop is structured to provide you with the knowledge to begin developing a very effective service portfolio, unit costing, pricing & planning infrastructure for your organization (business). It is use case oriented so beyond just hearing advice there are real concrete examples of how to successfully implement solutions. You should expect to be able to immediately begin a service–based unit cost design and implementation. Practice makes perfect! Service-Based Cost Model case studies, recent success stories, will be shown with actual timelines, project milestones, benefits, processes & results. Issues will be addressed such as how business demand impacts IT decisions; what are the key metrics, what varying allocation alternatives make the most sense; how data quality affects the financial transparency equation.

Building Chargeback, Allocation & Cost Accounting Best Practice Systems (3 hours)

Charles Johnson, President and CEO

CNJohnson & Associates, Inc.

This seminar will be a discussion and an exploration into chargeback, cost allocation and accounting best practices. We will look back on what we as a profession of IT financial managers and analysts have done in these financial areas in the past – what worked and what did not work. The discussion will turn to using our past experiences as the basis for determining chargeback best practices for today and the future. What are the necessary elements for best practice chargeback, allocation or cost accounting processes and how do we achieve this elusive goal?


 
 

Conference Agenda

Wednesday Sessions

Wednesday, April 20

6:45-7:45 a.m.

Conference Registration

Conference Registration and Full Breakfast Buffet sponsored by

  a leader in IT Cost Transparency and Financial Management Solutions

8:00-8:45 a.m.

Building Organizations That Deliver Value: Vision To Value

Todd Williams, President

eCameron, Inc.

Leaders define vision. Business units turn that vision into value. Each organization must build the capabilities that transform business. CFOs must monitor and track that process to ensure the business gets its ROI. Hence, the CFO must have a uniform set of tools to assess progress. To achieve this, businesses must build value-driven organizations that are seasoned yet adaptive, structured yet agile, pragmatic yet innovative. It is not a simple feat. Sticking to four core principles, however, allow you to build and lead a powerful organization that provides value, accelerates business growth, and is a strategic component of your company. The presentation covers:

  • What is needed to attain the right strategy
  • Creating a strategic focused IT organization using Balance Scorecard
  • Instilling the concept that if it is worth building, it is worth building fast in order to accelerate the ROI
  • Engaging the right people
  • The right butts, with the right skills, in the right seats, at the right time
  • Identifying effective, lean, and efficient processes to monitor and guide project progress
  • Defining project lifecycle, noting key components
  • Although technology is IT’s last name, Information is its first name – technology is a means to an end, not and end in itself
  • Close with the key steps a C-Level exec needs to execute in their organization

Improving IT’s Ability to Grow Business Value

Eugene Lukac, Specialist Leader

Deloitte Consulting LLP

“Half of our IT expenditures produce no business value… I just don’t know which half.” So exclaimed a frustrated CIO, echoing a common concern across many IT departments. Leading organizations, however, are using business-aligned IT strategic plans to help them focus their activities on real value-producing opportunities. Applying a systematic strategic planning framework has helped many business and IT leaders decide where to invest IT resources, and where not to invest. This session will show you how IT strategic planning can be used to provide a direct line of sight between IT investments (whether in applications, infrastructure, or IT processes) and strategic business objectives – the essential source of business value.

The EY IT Service Definition Journey

Pete Hidalgo, Senior Manager & ITFM Services Lead and Sean Murphy, Manager

Ernst & Young LLP

This session describes how an IT organization should define their IT services in order to provide an effective foundation for service costing, benchmarking, and chargeback. We will cover the key steps and components of service definition, which will include:

  • What is a service
  • Typical services
  • Developing a service catalog
  • Components of a service
  • Defining service performance

You will gain a deeper understanding of what a service is, how to define services, how to build a service catalog, and how to determine appropriate service levels.

9:00-9:45 a.m.

ITFMA Hot Seat Panel of IT Leaders

Moderator: Brian Stedman, Director of Product Management for

ComSci, Upland Software

Panelists: Three IT Finance Leaders

Let the Debate begin! Designed to challenge our special panelists from different industry sectors, these IT leaders and practitioners will be put on the spot and will have to be quick on their feet. No long drawn out responses that avoid answering the questions. Audience participation while encouraged, is not required. Some of the opening questions proposed are:

  • How does one enhance Enterprise Strategy with a more Business Aligned Technology Cost Transparency?
  • How do we change the business value dialogue at the same time as we increase IT relevance?
  • What are the core take-a-ways for tomorrow’s IT Finance Professional?
  • When is it time to deliver change?
  • Identify Key Steps to Achieve "Big Bang" Wins

Others questions will be asked and they will not know what is coming. However, you can judge the responses yourself by providing instant digital feedback. It will happen so fast you won’t know where the time went. Be forewarned...you may hear some controversy since these authorities come from differing backgrounds and perspectives. But no matter what happens, you’ll certainly leave with lots of insights on whatever questions are on your mind.

The Economic and Strategic Benefits of Cloud Computing

Frank Scavo, President

Computer Economics, Inc.

Based on a recent research from Computer Economics, organizations that have fully or largely migrated to the cloud spend less on IT as a percentage of revenue and on a per-user basis. Savings come not only from a reduction in data center spending, but also from lower IT personnel costs. Moreover, because cloud-based systems reduce the effort needed for ongoing support, cloud users are able to devote a higher percentage of their IT spending to new initiatives. The cost savings, combined with strategic benefits in speed, scalability, and agility, argue in favor of organizations moving aggressively to the cloud. This presentation will summarize these research findings.

John Hancock, Manulife, and Beyond - Our Journey through Chargeback & Integration

Justin Soetemans, Finance Manager, Business Services

John Hancock

Over a decade after the companies merged, the Infrastructure teams have become a global organization combining Manulife Canada, John Hancock US, and Manulife Asia. Listen in as we recount our story of Chargebacks, Showback, Vendor Management, Internal Communication struggles, etc. You will get an insiders perspective on three unique IT financial practices, at various stages of maturity, while trying to integrate into one global team.

10:00-10:45 a.m.

IDC FutureScape: CIO Agenda 2016 Outlook

Joseph Pucciarelli, Group Vice-President and

IT Executive Advisor, IDC IT Executive Programs

IDC

In this presentation, we will discuss the outlook and challenges confronting CIOs and IT executives and, most importantly, how these issues will shape the agenda for IT financial managers through the next 36 months. Last year's CIO Agenda FutureScape reported that, with traditional approaches, IT organizations were too slow in the face of the business' overarching need for speed; LOB executives were taking charge of their destiny. A year later, IT organizations are even further behind as they struggle to support digital transformation, which is now beginning mainstream adoption. This transition represents an inflexion point — we've reached a point of powerful acceleration as companies rush to scale up their technology capabilities and meet the needs of the new digital business. IDC believes that companies need to change while they still can. CIOs have a specific responsibility to demonstrate business leadership and to help their company make decisions that will allow them to survive digital disruption and emerge thriving. This session summarizes the following guidance for 2016 to CIOs who want to lead rather than just follow:

  • Embrace Leading in 3D that simultaneously enables innovation, integration, and incorporation.
  • Lead innovation to generate revenue; leverage broader cross-organization collaboration.
  • Lead integration with the PMO orchestrating enterprise initiatives and with a strategic architecture ensuring efficiency, effectiveness, consistency, and flexibility.
  • Lead incorporation to enable the transformation of IT and the enterprise.

The Key Elements of IT Financial Management

Charles Johnson, President and CEO

CNJohnson & Associates, Inc.

IT Financial Management is a very broad term. How can you do strategic and long term planning for IT financial support unless you understand the necessary components of IT financial management? This session will discuss the key elements necessary for successful IT Financial Management based on various case studies. How do we identify each element, and what are the success factors for each? Bring your experience and your questions to discuss the subject.

Benchmarking & Data Analytics in ITFM – Cost vs Value

Chris Pfauser, Director, Americas

ISG

IT cost vs value is a true ITFM concern. There is a disconnect between the disciplines in IT and Finance, but IT cost control can bridge the gap between IT and Finance and enable change. This session will cover:

  • Translating business value into the IT agenda
  • Using Benchmarking and Data Analytics to define the opportunities for IT financial and service improvement
  • Determining what can be benchmarked and what are the benefits to your business
  • Planing more effectively for change
  • Translating Benchmarking into IT Financial and Service Portfolio Management

11:00-11:45 a.m.

The IT Finance Manager – Roles and Responsibilities

Penny Collen, Cloud Financial Thought Leader

If you are wondering if are doing the right things in your role of IT Finance Manager, you are not alone. One of the most frequent points of discussion outside the formal presentations is about the responsibilities of the job. Here is a session designed to bring together those who want to find out what the job description should be and what skills are needed to make one successful. Is there really a difference between IT Finance and the finance jobs in the rest of the company? Are the skills you honed for yesterday’s job going to keep you successful in the changing IT world? Bring your questions and share your insights as we cover the many aspects of life as an IT Finance Manager.

Turning Service Costing Intelligence into Enterprise Intelligence

Tim Pietro, Technical Business Management Evangelist

ServiceNow

For many in IT, “running IT like a business” represents a new way of thinking and a new way of working – from tracing IT services to direct business outcomes and business value to creating sustainable consumption-based financial models. Learn more about the opportunities and challenges being addressed by current customers and our own IT organization as they embrace the “IT as a Service” business model.

IT Finance – A Journey to a Shared Services Model

William Conklin, Director, Enterprise IT Finance

AmerisourceBergen

Over the past three years at AmerisourceBergen, IT Finance has evolved from a decentralized, fragmented model to a shared services organization. Hear about the journey, challenges encountered, benefits achieved, and lessons learned.

12:00-12:50 p.m.

Buffet Lunch

Seating by Area of Responsibility and Interest

Sponsored by

    a leader in Enterprise Cloud Solutions

1:00-1:45 p.m.

IT Financial Management in the Age of the Federal IT Acquisition and Reform Act (FITARA)

Paul Gvoth, Associate

Cask, LLC

FITARA was passed in December 2014 and requires Federal agency CIOs, their delegates, and bureau CIOs to mature the way they manage their IT environments. They now have robust reporting requirements and unprecedented accountability for the activities, performance, and outcomes of their IT resource investment decisions. Agency CIO’s must understand, be aware of, and report to Congress on how their organization’s IT resources are being used, managed and funded. In addition, FITARA mandates organizational, portfolio, and cost / performance transparency at a maturity level that is currently used only by high-performing commercial IT organizations. As a Federal IT professional, do you understand all the FITARA compliance issues? Do you know what frameworks are available to help sort it out? Are you up to date on the current thinking covering the most preferred IT business and financial management practices as they relate to FITARA? It is complex. This presentation will explore what you, the Federal IT Financial Manager will need to know to survive and thrive in a Federal ITFM environment driven by FITARA.

The Difference Between Budget Forecasting and Real Budget Planning

Dean Meyer, author and father of "investment-based budgeting"

NDMA, Inc.

There are many reasons to link your budget request to the services that you’ll deliver for a given level of funding. Of course, traditional expenses-by-cost-center budgets don't do that. A number of vendors offer budget planning tools that link funding to services, and some ITFM groups have built their own using spreadsheets. These tools fall into two categories: budget forecasting, and budget planning. This session will illuminate the difference. You'll see the limits of the budget-forecasting approach, and understand what a real investment-based budget looks like. Supporting a constructive dialog with the business regarding the IT budget may be one of the most strategic things ITFM can do, and this session will position you to grow beyond an accounting role and have a powerful impact on budget negotiations. The session will cover:

  • The end game: change the dialog with the business
  • How budget forecasting works
  • What forecasts do, and don't, help you with
  • What it takes to change the dialog
  • What an investment-based budget looks like
  • Results you can expect
  • The role of historic data
  • The key is planning, not accounting!

Establishing Your Cloud Business Management (CBM) Practice

Khalid Hakim, Operations Architect and

Charles McVeigh, Senior Staff Engineer – ITBM

VMware

The cloud model can facilitate the shift to a business focus for the entire IT hierarchy—from the top to the technical teams managing and delivering the cloud. But to achieve the full business value of the cloud, companies need to put in place a more specialized and robust Cloud Business Management (CBM) practice. The CBM practice addresses the key business aspects of cloud operations. Whether your cloud is greenfield or an evolution of an existing environment, these business considerations are vital to achieving the expected agility and efficiency gains from the cloud model. Cloud business maturity models are used to baseline today’s current state and envision tomorrow’s desired state. Comprehensive cloud services definition and costing should be performed to solidify the service offerings and help understand its true unit costs. In addition, pricing strategies need to be established based on your organizations goals and cloud vision. This will drive a service consumption-based business model. Moreover, defining the marketing aspects of your cloud is just as important as the marketing function of any other business. Fully understanding the cloud services demand and consumer use cases will help prioritize the IT investments.

2:00-2:45 p.m.

Leading in 3D – A Digital Transformation Leadership Guide for Business and Technology Executives

Joseph Pucciarelli, Group Vice-President and

IT Executive Advisor, IDC IT Executive Programs

IDC

We are seeing a growing great divide between innovation and existing processes, technology and infrastructure. For business and technology leaders, these changes manifest a profound leadership challenge: On one side, silos of innovation that resist scaling to enterprise-class businesses, and on the other, an increasingly stagnant business portfolio under attack from new competitors. The profound challenge of Digital Transformation is to selectively infuse innovation into the scale and breadth of the enterprise. In fact, leading Digital Transformation requires a third discipline: Integration – the art of managing the continuous exchange of lessons learned from existing operations and scaling business and technology with the bright sparkling innovation of our technology incubators.

This session allows you to leverage a Leading in 3D leadership model and learn how to:

  • Innovate within a cross-functional partnership to create digital innovation
  • Integrate new technology platforms into stable, scaled, business services
  • Incorporate new skills, techniques and culture into the existing fabric of the broader organization

Successful leaders are judged by their ability to effect change. With Digital Transformation, change is driven by a leader's ability to manage the three connected disciplines of Innovation, Integration and Incorporation and lead the digital transformation of their enterprise.

When State IT Customer Agencies Have Federal Advance Planning Document Systems

Kenneth Hoffman, Principal

Kenneth F. Hoffman, Inc.

Many state agency customers of centrally furnished IT departments acquire statewide system development funding from federal agencies pursuant to negotiated “advance planning documents.” Under these agreements, states enter into advance understandings with regard to federal financial participation in major hardware acquisitions and outlays for planning, design, development, implementation and operation of large automated data processing systems. Increasingly, central IT services departments are an integral part of these systems and their funding is a direct function of the advance planning document cost distribution provisions. This session centers about understanding the advance planning document process, and promotes awareness of key chargeback and strategic funding issues.

Do Project Financials Really Matter?

Ben Perkins, Partner, Professional Services

Proven IT Finance

Solid financial management is an essential prerequisite for successful project delivery. Precise and timely financial data are crucial for informed and effective decision-making, as well as corrective action by the project team in order to ensure timely completion within the planned budget and scope of the project. To deliver tangible savings, improve benefit realization and have greater transparency into cost management, a cohesive portfolio-wide financial management solution and standardization in core practices and approaches are required. Learn how leading organizations are utilizing project financial management to manage their projects and portfolios, resulting in reduced costs, ensuring timely delivery, being more financially innovative, and adapting to the changing landscape. Learn about best practices to standardizing your project financials and getting results that can improve decisions and delivery. Learn how to enact the following key components of project financial management in your organization:

  • Project financial planning and budgeting
  • Factors influencing optimal design of a project financial management process
  • Internal control
  • Financial monitoring reports – tracking forecast, planned, and actual costs
  • Mitigating risks
  • Realizing benefits

3:00-3:45 p.m.

Translating Finance Language to IT Language – Best Practices for Service Costing and IT Financial Management

Nancy Braun, CEO/Founder

Thavron Solutions

As an IT Finance Management Analyst, you are called on to report to both Corporate Finance and IT Executives. We will share leading practice methods for keeping both sides of the house happy as well as positioning your organization for standard benchmarking. We will share actual customer examples, as well as common pitfalls and how to avoid them. If you are updating your Service Costing model or implementing one, this session will save you future headaches and implementation nightmares.

Just Pick a Vendor and Go! Oh, No!

Sandra Sears, Assistant Vice President

Robbins Gioia

It is not unusual for management to find it hard to understand why an organization can't find a software solution by just "picking a vendor" and getting on with the installation and reaping of benefits. In very rare circumstances, this approach might work, but, typically, the grab a vendor and go approach to problem solving is fraught with risk and almost always leads to an expensive and very bad outcome. This presentation will discuss the reasons why this approach is so dangerous, how to convince management to avoid this quagmire, and what to do before selecting a vendor to ensure that your organization identifies the best solution to a problem, develops a winning relationship with your selected vendor, and minimizes expense and disruption when employing a vendor solution.

Shifting Operating Expense to Equity Value

Harrison Zipkin, Director

David Consulting Group

Hear how to improve financial decision-making based on a comprehensive outline of software-related strengths and weaknesses involving Software Asset Due Diligence, Risk Management, Maturity Analysis and Integration Management.

4:00-4:45 p.m.

ComSci’s Software as a Service Offering Demonstrated LIVE (Software Demonstration)

Brian Stedman, Director of Product Management for ComSci

Upland Software

“Tools are not the solution, but rather the solution is the solution.” It’s time to experience a fully collaborative planning, budgeting, billing and reporting methodology. This session shares best practices as to how to achieve this goal while optimizing IT resources utilizing one of the market’s successful software products. A demonstration of the ComSci software will guide you through the following:

  • Budgeting and Forecasting – How it is done, measured and used
  • Cost Modeling – What are the drivers: Which Allocation method to use How best to frame it from start to finish
  • Service Catalog – What should it look like; how much information; who updates it and when
  • Inventory Manager – How to separate the cost and price in your service catalog while improving the quality of the billing process
  • Show Back Reporting or Chargeback Billing – Which and when to use one over the other
  • Analytics – Predictive & Descriptive Metrics: Flexible, easy to use; self serving and actionable

ComSci’s ITFM offering is all-inclusive and collaborative by providing services to support the entire ITFM process, which is ultimately what sets this solution apart from all other providers. After a thorough run through of the tool, a prominent customer will explain how to implement and deploy a Business as Service Solution. Attendees gain insight into how they can achieve their objectives faster, easier and with less risk. Key attributes of the solution are explained including the management of the production process; support for all new and changed data sources; & on-going advisory services. This presentation focuses on the practical use of the solution and tips for success.

Wouldn't It Be Great If It Was Easy to Convey the Value of IT? (Software Demonstration)

Anthony Okumura, Sr. Manager, Product Management

ServiceNow

A lack of transparency around IT finance leads to low perceived value, budget squeezes and colleagues looking outside your organization for IT solutions. What if you could build on the information already in your service management system to link IT costs to business services in a simple automated dashboard? Then you could go back and track and execute changes in your environment based on those automated insights. At ServiceNow we’re not looking to “boil the ocean” when it comes to IT finance – we’re taking a pragmatic approach to solving some key IT finance requirements such as service-based costing and simplifying the budget planning process. Join us for an enlightening session.

Thursday, April 21

7:00-8:00 a.m.

Full Breakfast Buffet

Networking breakfast tables

  for you to meet those with common IT Finance interests.

Sponsored by

    a leader in IT Financial Management Solutions

8:00-8:45 a.m.

Every ITFM Journey Is Unique

Molly Koernke, Director of Product Marketing and

Phil Landry, Enterprise Account Manager

Upland Software

IT Leaders are engaged in a constant tug of war. There’s pressure to reduce costs…and to maximize the value of IT investments. An IT Financial Management (ITFM) solution helps organizations like yours to strike the right balance between this push and pull tension. But, different organizations have different needs. Join us for an engaging discussion around four unique ITFM starting points we’ve seen emerge. Those four include: optimization, transparency, demand management and compliance. We’ll dive into each one and offer unique strategies tailored to whatever starting point is best for you.

Telecom Expense Management Takes on a New Direction

Richard Janis, Senior Vice President

Asentinel

Telecom Expense Management applies governance principles to what is typically one of the top expenses in an organization. This session will focus on the opportunities and strategies deployed to maximize your visibility, control and expense containment of telephony networks and services. The explosive growth of both Mobility and the Internet of Things will also be shared with insights as to the impact on IT of everything from Smartphones to Social Media to Cloud Computing.

Changing the Conversation with 100% Service Based Bill of IT

Mark Gackenheimer, IT Business Management Lead

Kimberly-Clark

Kimberly-Clark continues to progress their ITFM journey by the establishment of a service-based financial management framework used for chargeback. This session will share how we changed the conversation from old-school cost allocation and subsidy, to service consumption and showback. Come hear details about their journey – from tool selection to how they developed a cost transparency solution targeted at changing the business conversation. Hear how the speaker and his team overcame adversity and challenge, how they approached data mapping, determined how to discover what you know – more importantly what you don’t know – the importance of a solid organizational change management plan, and how to turn doubting Thomases into triumphant supporters.

9:00-9:45 a.m.

Shifting the Paradigm – Using Financial Management to Drive Technology as a Strategic Initiative

Brian Stedman, Director of Product Management for ComSci

Upland Software

“I am from Finance and I am here to help.” There was a time when this phrase didn’t pass the snicker test and IT managers dreaded having these encounters with their Finance staff. IT Finance professionals now have a greater role partnering with IT as well with Procurement working in concert to create more synergistic value. Some IT Finance Leaders have left their offices and met more often with their business clients than ever. Have you? Why Not? The business client recognizes that IT is a strategic value to their success therefore using financial management to drive IT value based decisions is giving a seat at the table to both IT and IT Finance. To be in this position you have to focus on what matters. During this session we will explore the differences between the traditional Finance Leader and the New Strategic ones. Having a well packaged story to tell is paramount to this transitional success. Remember that nothing goes entirely unplanned and having the right knowledge is a key capital asset. Finance Management is not about the endless variance analysis and reconciliation discussions but rather it is being a contributor to the key decisions and measuring the on-going results that matters.

The Truth about Cloud

Penny Collen, Cloud Financial Thought Leader

No doubt, by now you’ve encountered cloud usage at your company. Whether you were an early adopter or a new arrival, cloud is currently the most rapidly expanding area of spending for IT organizations. Still, questions abound. Is it really more cost effective? Are people really seeing savings? What is all this talk about “agility”? Does Cloud reduce Shadow IT or make it worse? What is all this debate about CapEx and OpEx? Can I really resell extra capacity? What is all the rumble about reserved instances? Is the cloud secure? This session will give you answers to the most common questions about cloud, with an explanation of how each impacts IT Finance. Join the conversation and clear away the clouds!

Maturing to a Data Driven/Consumption Based Service Costing Model – Am I Ready?

Nancy Braun, CEO/Founder

Thavron Solutions

The decision to mature your Service Costing model to leverage CMDB (configuration management database), Labor, Asset, Project or other operational data is not always an easy one. Come and learn the average cost, benefit and risks for each of the operational data types. We will also discuss tools and analysis that can assist you in the decision process.

10:00-10:45 a.m.

How the CIO Role is Evolving, How the Business is Evolving and How CIO's are Adapting

Joseph Pucciarelli, Group Vice-President and

IT Executive Advisor, IDC IT Executive Programs

IDC

While the impact of the last round of technology innovation (Cloud, Big Data/Analytics, Mobility and Social Business) has yet to be fully assimilated, the next generation of technology is emerging including the Internet of Things, Cognitive Computing, Robotics and 3D printing. These technologies empower us, challenge us and, potentially, threaten us. But collectively, the most important aspect of these technologies is the profound changes in business strategy, mission and operating models they are having on organizations worldwide. In this session, we will chart the evolution of the CIO role with multi-year statistical survey data providing clear insight into the shifting nature of enterprise technology strategies/priorities, and conclude with pragmatic guidance for Business and Technology Leaders. Key topics that we will discuss during this session:

  • Priorities: Impact of Digital Transformation upon business/mission priorities, both from LOB and IT perspectives – how they align and how they differ
  • Roles: Variations in CEO, LOB and IT expectations based on type of CIO; critical leadership actions used to improve business/IT relationships
  • Governance: Practices, skills and partnerships that are succeeding in incorporating innovation into fabric of enterprise through integration deliverables
  • Essential Guidance: Innovation, leadership and operational strategies for increased agility in the constant continuum of change

Investment Based Budgeting

Jeffrey Lockenvitz, I.S. Controller

United Parcel Service

This session will describe our experiences with our recently installed investment based IT budgeting process. It will include various aspects, such as, objective identification, system design and implementation of a system that enabled run rate management, investment based budgeting and project prioritization. Some of the lessons learned along the way will be shared with you.

Getting Ready for the Digital Age With Resource Reallocation

Elizabeth Gonzalez, IT Finance Director

1E, Inc.

Many organization are using old legacy infrastructure to support new tech services that are digitally oriented. There is an opportunity cost to keep the old infrastructure but keeping the old infrastructure is no longer an option. Keeping up with new innovations requires automating the business as usual and automating the routine tasks is the best way to free up resources to work on the new innovations involving:

  • Software management (buy, track, reclaim) –S&B, software maintenance, true ups)
  • Shopping portals – help desk support costs and increase employee productivity
  • Simplify infrastructure – less infrastructure for keeping the lights on
  • Server reduction – save hardware
  • Content distribution and patching – reduce time spent on business as usual
  • Operating system migration projects
  • Reduce large project expenses

11:00-11:45 a.m.

IT Strategic Planning: From the Basics to the Boardroom

Russ Finney, Advisory Partner

itmWEB Group

IT executives are held accountable for supporting operations, creating business innovations, and controlling IT spending and budgets. Doing this in a way that blends in with the initiatives and strategies of the business is vital for the success of a CIO or a divisional IT executive. Traditional three year planning models have always been a staple for creating and presenting the vision of IT for necessary business alignment, but do more effective approaches for IT strategic planning exist which are highly impactful and transformative? Russ Finney has spent his career both as an IT executive and as an advisory researcher understanding these techniques. He draws his insights from his time as both an IT executive and as a consultant working inside the computer chip industry building semiconductor equipment, the defense industry building aircraft carriers and submarines, the financial services industry building advanced trading platforms, and the aerospace industry serving as a the CIO of an international aerospace consortium. This presentation examines four key approaches for doing strategic planning and the associated discovery methods in order to define and produce accepted and actionable business outcomes. The key take away is IT executive level actionable thinking and the related ideas for creating IT strategic plans that can be immediately applied at any company no matter the size or the sophistication.

Understanding Regulations for State IT Internal Service Funds

Kenneth Hoffman, Principal

Kenneth F. Hoffman, Inc.

When furnishing services on a billed basis via an internal service fund, IT officials operate in one of the most intensively regulated financial environments in state government. Subject to both state and federal mandates, IT officials are held to a variety of compliance standards in the form of state and federal statutes, implementing regulations, comptroller ordinances, federal cost principles, grantor agency instructions, and detailed federal cost allocation compliance guidance. And often, half the problem is simply awareness of and finding and comprehending the regulations themselves. This session seeks to familiarize you with the entire range of compliance standards applicable to chargeback, operations and asset management, and highlights the most common issues in continuing compliance.

Enabling Customers to Make Better IT Decisions by Driving Simplicity, Transparency and Predictability

Craig Minyard, Vice President, Financial Planning & Management

Federal Reserve Information Technology

Consumers of IT services need to understand how the decisions they make impact their IT costs. Further, the ability to understand the business value of IT relative to cost enables better decisions. Simplicity, transparency and predictability are key principles underlying the connection between IT consumption, service decisions, cost and the business value IT provides.The speakers are responsible for delivering information and data their customers need to make right decisions to support business lines across the Federal Reserve System. These business lines are responsible for providing stability to the financial systems of the world’s largest economy. This session will describe how they do the following:

  • connect the business value of IT to enabling business capabilities
  • define simplicity, transparency and predictability
  • implement these principles for better decision making

12:00-12:50 p.m.

Lunch Buffet: Seating by Industry

Sponsored by

    a leader in Software License Optimization

1:00-1:45 p.m.

What "Transparency" Really Looks Like

Dean Meyer, author, Internal Market Economics

NDMA, Inc.

The word "transparency" has been bandied about in our profession, and some even hail it as the holy grail of ITFM. But of course financial transparency is a means, not an end in itself. This session will explore the value of transparency – the benefits we hope to get. It will differentiate degrees of transparency – from simple to advanced – and you'll see what benefits you get from each level. And to give you a vision of the end-state, you'll see actual reports that illustrate what transparency really looks like. The session will cover: the value of financial transparency, levels of transparency and the benefits of each, and what transparency actually looks like.

Vendor Risk Management

Bruce Schneider, former CFO

AIG Insurance Company

Companies and their third parties (often, “vendors”) are facing increased scrutiny of the processes, systems and controls used in monitoring and managing risks associated with third-parties. Therefore, Third Party Oversight is now a significant initiative for these companies. It requires comprehensive controls and oversight throughout each phase in the lifecycle of the business arrangement. This session will focus on the framework of Third Party Oversight including its required elements and controls.

The Benefits and Pitfalls of Outsourcing IT Sourcing and Procurement: A True Story

Jon Maxim, President

Maxelerate Systems Ltd.

Is your organization considering IT Sourcing and/or Procurement? Should they? Did your organization outsource IT Sourcing and/or Procurement and are wondering what happened? IT departments are no strangers to Business Process Outsourcing (BPO) everything from infrastructure to development. The trend to BPO has been very strong in almost every function of the corporation in the last couple of decades. Ironically the Strategic Sourcing and Procurement departments that have carried out the negotiations and contracting with the BPOs are some of the last departments to be outsourced – especially IT. Some experts would even advise against it. In this session you will hear from both sides of this question and from both sides of the relationship – the BPO and the client. You will hear about how the IT function used both its painful and good experiences to get the relationship working ideally. You will also hear how and why the consultant who originally advised against the outsourcing turned around and actually became a Sourcing and Procurement BPO.

2:00-2:45 p.m.

Creating Engaging, Meaningful, Needle-moving Stakeholder Reporting

Craig Hollenbeck, Founding Partner, Principal Consultant

Proven IT Finance

Reporting, like watching the grass grow, can be dull. Stakeholders want and need to easily extract key insights from reports. This session will start by showing you examples of reports we’ve created, based on real client’s, that have “WOWED” Senior Execs. We’ll cover what sort of information should be on the front page and beyond. Most importantly we’ll discuss how to bring contextual value and insight into your reporting.

Cut Downtime While Cutting Costs: Designing a Winning Telecom StrategyX

Jason Patrick, Information Technology Director

Potter County

Your infrastructure is the most vital part of your business. With proper planning and execution, a solid infrastructure makes it possible to deliver on your promises. Both day-to-day operations and major technology initiatives become predictable. Without a solid foundation, however, no promises can be kept. How do you reconcile the need for reliable connectivity with responsible financial management? Along the way we will look at issues such as: (a) How do I determine where my organization is today in terms of telecom maturity? (b) What are the key pitfalls to avoid in designing a telecom strategy? (c) How do I negotiate the best contract possible for my organization? (d) How do I recruit and retain the best talent for designing and maintaining my infrastructure, and why is it so important? (e) How do I win the support of executives necessary to implement change? The takeaway from the session will be proven strategies that you can use today to find and cut unneeded costs and to make your infrastructure more solid.

Labor Capitalization for Agile and Waterfall Software Environments

Pia Wakefield, TBM Lead and Claire Caffarel, Senior Accountant

Red Hat

Are your IT managers sharing the Finance department’s understanding of why, when and how to capitalize labor? Does anyone in Finance understand what it takes to deliver projects in increasingly agile environments? What if IT and Finance collaborates to develop and manage the framework, tools, policy and processes for capitalization of internal use software in organizations applying both Agile and waterfall software development? We tried it. It worked. There is something in it for everyone.

3:00-3:45 p.m.

How Technology Business Management (TBM) Complements ITFM

Alex-Paul Manders, TBM Practice Lead, Americas

ISG

TBM is a new methodology supported by software and industry best-practices and a community of more than 1,500 IT and Finance industry leaders. It provides the framework to connect ITSM and ITFM. This session will discuss best practices to link IT business and IT finance, as well as a multi-disciplinary approach to TBM for ITFM that covers People, Process, Technology, Strategy, Data and Analytics.

Why You Can't Outsource Ownership of Your Telecommunications Spend

Joe Schmidt, Project Director

TechCaliber Consulting, LLC

Telecom expense management (TEM) is how a company manages one of its largest line items – Selling, General and Administrative Expenses. It encompasses the people, processes, technology, and, often times, externally provided specialty TEM services required to achieve the company's financial goals. Even if you outsource the TEM function to a specialty TEM firm, you can’t outsource the TEM ownership and keep this growing expense category under control. In this session, we will summarize the procurement to pay process used by large enterprises and highlight why supplier billing errors and overcharges occur. We will identify some of the less obvious TEM oversights that are costing you thousands of dollars a year in audit refunds and recoveries, as well as, provide you with the key steps to follow when selecting a TEM provider and implementing a best-in-class telecom expense management solution.

Best Practices in Implementing IT Chargeback System

Linda Cole, Sales Director

Open iT, Inc.

In this presentation, we will provide tips and best practices on how to effectively implement an IT chargeback system to help businesses plan future application purchases and avoid unwanted costs. We will also demonstrate various examples of IT usage reports that may be useful for IT leaders in their overall chargeback efforts.

4:00-4:45 p.m.

Improve Your IT Financial and Business Management with Nicus M-PWR(Software Demonstration)

Robert Mischianti, Vice President

Nicus Software, Inc.

This session will provide an overview of M-PWR, one of leading ITFM solutions on the market. M-PWR excels in extracting and reporting quality, detailed information across the broadest range of data sources, no matter the format or where it resides. After capturing data, M-PWR applies business rules and helps analysts report it with a single view across the enterprise. Armed with information, everyone can help reduce IT costs, provide better service, and funnel more dollars into growth and innovation.

Friday, April 22

6:45-7:45 a.m.

Full Breakfast Buffet

Networking breakfast tables

  for you to meet those with common IT Finance interests.

Sponsored by

  a leader in Providing a Practitioner’s Approach to ITFM

8:00-8:45 a.m.

People, Processes, Technology: The “Bermuda Triangle” of Your ITFM Capability

Paul Gvoth, Associate

Cask, LLC

Setting up a robust ITFM capability can be a daunting task. There are many moving parts that share an unimaginable number of interdependencies. Even if you have an established ITFM capability, keeping everything synchronized and productive can be exhausting – especially if you know your ITFM capability needs some revitalization. However, beware. The three “Centers of Gravity” for building and maintaining a highly capable ITFM service offering (People, Processes, and Technology) form the three points of a financial “Bermuda Triangle” – a place where resources drift in, and may never be seen again. This presentation will examine each of these “points” and recommend actions you can take to ensure resources that drift into the “Triangle” find their way out by showing value to your organization.

What Do I Do with All This Data?

Edie Quenby-Brown, Senior Program Manager

Maryville Technologies

IT leaders today must not only provide efficient and un-interrupted services to their end users, they must also provide those end users the levers to reduce costs. The challenge is compiling all the available data into a common language that allows IT leaders to work with IT consumers and jointly make more informed and intelligent investment or rationalization decisions. Join us to learn how others in the industry have made this connection to translate their data into a common and actionable language, for IT and their consumers.

IT Equipment Acquisition, Management and Disposition Issues in State Government

Kenneth Hoffman, Principal

Kenneth F. Hoffman, Inc.

When state governments undertake major centralization, consolidation and shared services initiatives for IT resources and operations, one of the most complicated issues first to arise is what to with equipment originally acquired by customer agencies under federal grant programs. Whether these assets were expensed or depreciated, and whether they are retained for their original intended purpose, exchanged, sold off, or repurposed for use in a shared services environment, there will be many issues needing adequate resolution between customers, federal grantor agencies and central IT leadership. This session focuses on the many federal-state complications – and resolution strategies – that arise from acquisition, asset management and disposition of IT resources.

9:00-9:45 a.m.

The EY IT Financial Management Journey

Pete Hidalgo, Senior Manager & ITFM Services Lead and Shashank Aggarwal, Manager

Ernst & Young LLP

This session describes how an IT organization should undertake the path to effective IT financial management, which we refer to as the ITFM journey, in order to achieve transparency, cost efficiency, and customer satisfaction. The journey will cover an overview of the seven key steps that should be taken, which are:

  • Assess and document the IT spend baseline
  • Determine maturity of the ITFM processes
  • IT service definition
  • IT service costing
  • Metrics and service usage reporting
  • Chargeback model design
  • Automation

You will gain a deeper understanding of what is needed to derive the benefits of an effective IT Financial Management program through a holistic view of this process, based on actual client results and insights realized over the recent past.

Managing Investments Across the IT Portfolio Lifecycle

Christopher Dedera, Director

KPMG

Most IT organizations only manage a portion of their IT portfolios. Rarely are all of the portfolios (project, application, services and products) managed at the same time. Many times the portfolio management effort is primarily a point in time exercise. Using the ITFM capabilities of TBM (Technology Business Management), the complete lifecycle of all portfolios can be actively managed. This session will explore how the use of TBM data can support the management of IT portfolios across their active lifecycles. We will discuss how this can increase the value the business receives from its investment in the various portfolios.

Ensuring License Compliance thru In-Depth Usage Metering

Linda Cole, Sales Director

Open iT, Inc.

We will be sharing insights on how IT usage metering is used to manage license compliance, and to plan and manage software assets more effectively. This presentation will be beneficial for anyone who wants to learn more about preventive and strategic methods of implementing an effective Software Asset Management program on minimizing the risks of potentially costly damages resulting from non-compliance.

10:00-10:45 a.m.

Disruptive IT Discipline will Revolutionize Organizations

Sailesh Thakur, Manager, Program Controls & Budget

Chicago Mercantile Exchange

This session will discuss what keeps IT Finance Leaders awake at night and how to stop it. There is no time better than now to make IT more effective and efficient. In the world of Digital, Social Media, Mobile, and Cloud, companies have to be laser focused to drive/enable the business. Senior IT Management should manage IT assets and get the most from them. The balanced portfolio of IT resources is a must in this day of technology revolution. Process, Methodology, Staff, Consultants, Application/System, Software and Hardware resources should all be optimized to get the most out of them. To understand IT expenditures, reduce them, and make improvements over time should be the goal of Senior IT leaders.

Using Forecasting to Deliver More Business Value

Pia Wakefield, TBM Lead

Red Hat

This session discusses the application of simple forecasting principles to boost financial agility, stretch the IT budget and convert run rate savings into new deliverables. According to CEB, a best practice insight and technology company, flexible IT budgets are the new norm, and what CIOs need to respond to rapidly are changing business needs. The median reallocation in 2014 was 5% of the IT budget, according to CEB. What could you do with 10%?

TEM Strategies for Managing Cloud Expenses

Richard Bruyere, Director

Comview Corporation

In this session, you will learn strategies to keep company-wide cloud technology expenses in check. While individual cloud services are usually perceived as less expensive than their capital expenditure counterparts, when multiplied across an enterprise, organizations can lose control of what they have and what they’re spending. Individuals and departments can easily deploy cloud applications with a simple credit card. Un-checked, such Shadow IT can lead to uncontained expenses and other risks. Does your organization have a handle on overall cloud usage? Monitoring usage, tracking licenses and subscriptions, ensuring billing accuracy and optimizing services and processes are just some of the core functions of a Telecom Expense Management (TEM) program. Organizations should think about these same activities when managing other technologies like cloud services. We’ll look at how businesses can apply TEM strategies to build and maintain inventory and improve processes around their cloud services to contain costs and mitigate risk.

11:00-11:45 a.m.

Wrap Up Panel Session for Those from Businesses

You have been at the conference for three to five days. You have heard a lot of opinions by speakers and from your colleagues, but was everything covered that you wanted to hear? These wrap up general sessions are your last chance for clarification and getting your questions answered by the panelists and your peers in the audience. There is no reason for you to go back to the office with unanswered questions. Even if you have no lingering questions, hearing the dialogue among your peers will be enlightening because their issues are likely your challenges too. This session allows you to gather one last time with all of those from organizations in the business sector.

Note: During this session, there will be three (3) lucky winners at a drawing for free passes to the ITFMA 2017 Conference of your choice.

Wrap Up Panel Session for Those from Government Agencies and Universities

You have been at the conference for three to five days. You have heard a lot of opinions by speakers and from your colleagues, but was everything covered that you wanted to hear? These wrap up general sessions are your last chance for clarification and getting your questions answered by the panelists and your peers in the audience. There is no reason for you to go back to the office with unanswered questions. Even if you have no lingering questions, hearing the dialogue among your peers will be enlightening because their issues are likely your challenges too. This session allows you to gather one last time with all of those from organizations in the government and education sectors.

Note: During this session, there will be three (3) lucky winners at a drawing for free passes to the ITFMA 2017 Conference of your choice.

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Calendar

6/26/2017 » 6/30/2017
2017 Financial World of Information Technology, Austin, TX

8/7/2017 » 8/11/2017
2017 World of IT Financial Management, New Orleans, LA

Sponsors & Exhibitors: