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Best Financial and Budgeting Practices Peter Nielsen, COO
Regardless of the size of the business and the industry in which a company functions, its finances must be carefully looked into and maintained throughout the year so as to ensure successful running of the business. With the current financial situation in all parts of the world, business financial planning has become all the more important. How successful the business is going to become always depends on how the business manages its finances! We will discuss commonly used financial and budgeting methods and best practices.
Improve Decision Making and Simplify the Annual Budgeting Process through Forecasting Duane Walz, Senior Finance Manager of IT
CUNA Mutual Group
A detailed forecasting process can improve decision-making, identify potential issues and simplify the annual budgeting process. Many companies struggle with finding the appropriate level of detail and leadership engagement necessary to implement/maintain an appropriate forecast. This session will discuss the key ingredients of a successful budgeting and forecasting process including who should be involved, what level of detail is needed (type of spend as well as who is impacted) and who will utilize the information to make better business decisions. In addition, learn how an iterative forecasting process can reduce the pain associated with the annual budgeting process by providing appropriate detail.
Overview of IT Financial Planning at a Large Company Charles Cicora, Manager
This session provides an overview of the budgeting & governance process at Progressive. The following topics will be discussed:
• Division of labor and non-labor expenses
• Division of project-related budgeting and infrastructure budgeting
• High level overview of governance processes in place
• How cost benefit analyses are used
• Platform concept
• Overview of major savings categories and general methodologies used to discover savings
• How good IT financial planning affects the rest of the company
The purpose of the presentation is to give insight on how a company with a large IT budget runs their budgeting and forecasting and to invite discussion around the use of Governance committees, how Cost Benefit Analysis’s are used and how a large infrastructure budget is modeled.
IT Budget & Funding Strategies – How the "New Normal” is Shaping IT Technology and Management Strategies Joseph Pucciarelli, Program Director
Changes resulting from the recent economic turbulence have resulted in substantial changes to business, government and technology management models that will echo for several years, creating a "new normal" for IT budgets, capital availability, and technology adoption models. IDC believes the new normal will be characterized by a reprioritization of management practices and investment priorities. Key issues addressed during this presentation are:
• Market Outlook – the latest IT spending forecast, capital markets update and investment spending forecast
• Capital Constraints – how IT strategies, platforms and funding practices are impacting both IT organizations and the business partners that supply and service them
• The latest trends and best practices impacting IT funding and investment practices among leading organizations worldwide
• IT Financial Architecture – how the IT financial model is becoming as critical as the technology roadmap
Corporate Strategies: Creating Value from Your Software IT Investment Scott Rosenberg, CEO and Founder
Companies have often tried to quantify the relationship between the way global companies value their technology investments and the companies' revenues and profitability. The Global 500 have recognized the importance of this relationship. This session will discuss how to understand and create perpetual value from your enterprise software investment, which could account for 20% of the overall corporate IT budget, according to AMR Research. This could translate to millions, possibly a billion, of dollars in a single year. Included in his presentation will be:
• Developing IT corporate strategy to promote growth, profitability and innovation
• How value begins at the pre-planning or steering committee level
• Contract structure as the basis for creating value
• IT asset management best practices
• Vital financial points that need to align with IT best practices
How a Transparent Full-cost Model Transformed Client Relationships – A Case Study from the State of Montana Doug Volesky, Chief Financial Officer
State of Montana
Like so many, we suffered strained relationships with clients who questioned our allocations and the value they received. Clients (and our own staff) were confused about the services we provided. We struggled to explain our rates for fee-for-service work. We were losing business to decentralization. We had difficulty funding new services, and we faced a Budget Office and legislature that continually demanded more for less. These problems are largely history for us now, having implemented a repeatable business planning process that produces a service catalog, a budget that portrays the full cost of all proposed projects and services, and a consistent set of rates. As you might imagine, the story is not without its ups and downs. In this session, you'll hear how we did all this in less than 10 months, our implementation challenges, the adventure of client and legislative presentations, what we learned, and the benefits that we've found to date.
IT Capital Budgeting – An Analytics-based Approach Sumitro Sarkar, Founder & Managing Partner
All capital budgeting in an IT organization is based on techniques such as Discounted Cash Flow, ROI, etc. However the issue with these techniques and metrics is the "static" nature of assumptions and the forecasting based on them. This session talks about incorporating predictive analytics and techniques such as Real-Options into the IT Capital Budgeting process to perform quick valuations using insufficient data.
Spreadsheet Kung Fu or Real-time Analysis? An Enterprise System for Managing IT Finances Michel Feaster, Vice President of Products
Would you rather spend time updating a spreadsheet and chasing down cost data, or providing the CIO with real-time analysis to help drive IT Strategy? It’s time IT Finance had their own financial planning and analysis tools to provide real-time service costing, activity-based costing, collaborative service-based budgeting processes and a Bill of IT reporting system. Come see a demo on Apptio’s IT Financial Management solution.
Give the Business Units What They Want – Predictable IT Costs (Software Presentation) Yisrael Dancziger, President and CEO
Digital Fuel Technology
Business Units are demanding more proof of value from IT investments as those investments become an ever increasing portion of an organization’s spend. It is no longer acceptable for IT to imply it’s too complicated to explain what they are doing and why. Please join Digital Fuel to learn the importance of an IT Cost Management solution:
• Business Unit Visibility and Predictability to IT Costs
HP Solution for IT Financial Management Richard Hawes, Sr. Product Marketing Manager
HP Software & Solutions
For many organizations, IT expenses are not well understood and yet they often represent 2 to 12% of revenues, and make up a large portion of available capital spend. If you're looking for ways to reduce IT costs, manage the costs that remain in your IT budget better, and justify IT services and programs in the language of the business, then attend this session. This presentation will explore the data sources and tools that support an IT financial management (ITFM) solution, including asset, labor, and project data. You'll learn where to find this data and make it available from a system for better planning and ongoing management of IT costs. You'll come away with a good foundation for building an ITFM solution that helps you communicate with the business and helps the business contain costs.
Relax. Come join us for some food and a drink after a long day, and possibly pick up a prize to take home. Apptio is hosting a social networking reception; just a casual time to talk with your peers and unwind.
a leading provider in IT Cost Transparency/Financial Management Solutions
IT Budgeting Process at Volkswagen Credit Usman Ghani, Manager, IT Finance
Volkswagen Credit, Inc.
We used to have a spreadsheet-based process. This year we are using a new method for budgeting. This session will share with you the over all process, templates, roles and responsibilities of all involved, differences between our old and current method of budgeting, lessons learned, challenges, etc.
Budgets, Budgets Everywhere and Not a Dime to Spend Penny Collen, Senior Consultant
If you think your budget process has become more trouble than it is worth, you are not alone! Many organizations are questioning the amount of time spent building financial plans. The effort to create next year's budget may begin 9 months in advance of the new year and still there is a scramble to complete forecasts on time. Project budgets are not kept in sync with financial submissions, leading to lost productivity for the technical staff. This session will talk about budget processes that really work – and those that will make you cringe.
IT Cloud Cost Management Yisrael Dancziger, President and CEO
Digital Fuel Technologies
Clouds come in many forms – infrastructure, application, business process, public, private – and all bring promises of increased business value, fast to activate, low cost, agile, on-demand services to the enterprise. As these promises become reality, CIO’s face the challenge of managing Cost, Performance and Compliance of multiple, dynamic, and interruptible cloud alternatives. This session discusses practical ways to manage the cost and performance of clouds:
• Understand the different forms a cloud environment can take
• Learn the importance of Cloud Cost Management
• Accurately plan and budget
• Gain proactive cost control
• Provide business unit visibility and predictability to costs
• Cost optimization
• Allocate cloud shared and virtualized cost for tax and regulatory purposes
Cost Benefit Analysis (CBA) - A Toolkit Approach for State Government David Miller, Chief, Planning & Project Delivery
State of Nevada
An enhanced set of IT project planning and budgeting tools have been implemented in Nevada State government to help agencies build stronger business cases for IT project funding in the face of increasing competition for reduced state finances. The new tool set also helps agencies justify ARRA (American Recovery and Rehabilitation Act) funded IT projects, as well as develop indicators for funding accountability. The IT planning tools and their associated methodologies create a more seamless transition from planned project to implementation and beyond. They include a business case template, a resource planner, a requirements matrix that ties the planning phase to the RFP process, and an alternatives evaluation methodology. These tools work in conjunction with the newly developed CBA method that evaluates costs, risks, functional fit, and financial and non-financial benefits.
How to Better Understand Your Non-discretionary Spend Within the IT Portfolio Jim Quick, Partner
Diamond Management & Technology Consultants
Discretionary…Maintenance…Non-Discretionary…Keep the Lights On…these are all common ways IT spend is classified, but more often than not, the lines are blurred on what your staff is really spending their time doing. How can you get to the bottom of your spend and find ways to beneficially change how you categorize, track, and manage it? Learn some best practices of organizations that have successfully performed either a top-down or bottom-up spend analysis to determine where those large buckets of dollars are actually going. This session will outline a framework to think about breaking down your spending and provide a few case studies on approaches to study and manage it on an ongoing basis. Learn where you can identify re-investment opportunities within your portfolio; learn about ways to restructure your organization to better manage true non-discretionary spend; and learn about best practices to treating your IT expenditures as a portfolio of investments and optimizing the value that your organization can get from IT.
How to Make the Budget Flexible Chris Baczkiewicz, Manager
The most difficult problems in budgeting are the unexpected events and emergency requests. This presentation will provide ideas for making the IT infrastructure so it is able to absorb these situations within the defined budget with wise utilization of technologies like virtualization.
Getting Financial Control of the IT Portfolio Paul Robinson Jr., Managing Partner
The P4 Consulting Group, LLC
Managing the IT budget involves knowledge of where things stand at any given moment, an ability to accurately forecast the near future, and a plan for covering any subsequent gaps. This session will highlight how a Program Control Office (PCO) was established within an IT organization that was challenged to provide better project estimations and communications to its customers. During the session, participants will learn about the variety of project estimation techniques employed by IT staff and how the PCO used these estimates to forecast and manage the IT budget quarter-by-quarter.
Accurately Measure the Impact of IT Costs on Profitability Using IT Cost Transparency and Chargeback Solution from ComSci Product Demonstration Michael Siniscalchi, Vice President
ComSci’s IT Cost Transparency and Chargeback solution is a "game-changing” approach that is enabling companies to reduce costs and become more effective in their decision making. ComSci automatically integrates usage data from internal and external sources to create a single accurate, timely bill covering all technology services. With ComSci, business-unit executives finally have insight into their consumption and utilization of ALL IT products and services. This changes the conversation from "Why are my workstations so expensive?” to "What technology do we need over the next 12 to 24 months to maintain our competitive edge?”
Nicus Software Demonstration: Moving IT Financial Management Processes Beyond Spreadsheets Robert Mischianti, Vice President
M-PWR enables customers to transition from spreadsheet-based IT ?nancial management tasks to a process-centric application that delivers scalability, detail audit tracking, web-based reporting and much more...De?ne and validate your own processes, integrate all of your data elements in one place, satisfy stringent audit requirements, and automate to save time.
Digital Fuel Technology Reception
Digital Fuel invites you to join us for some delicious food, refreshing drinks, and informal conversations in a relaxing atmosphere. This will be an enjoyable opportunity for you to network with other conference attendees and (if you feel so inclined) learn about Digital Fuel's leading Service Management Solution.
Nicus Software, a leader in IT Financial Management solutions
The Fine Art of IT Costing – What It Really Means William Miller, Associate Vice President
This session is based on an IT Cost Management case study comprised of successes that have been featured in a Forrester Case Study, CIO Insight, CIO Magazine, TechTarget and Infoweek. There is a significant trend in IT operations requiring IT to become a sophisticated and integrated part of the business they enable. Companies are demanding more proof of value from IT investments as those investments become an ever increasing portion of an organizations spend. It is no longer acceptable for IT to imply it’s too complicated to explain what they are doing and why. The result is a ground swell of efforts to implement IT costing, but the real challenge of IT costing is beyond the simple implementation rates and measuring consumption. The art of delivering intelligent insight into what drives IT costs and how business decisions impact IT is fast becoming business imperative for IT. In this session, Bill will examine some of the finer points of this art, beyond the basics of unit costing and consumption management. Topics for discussion will include: why have unit rates and how to create rates; how to leverage insights gained from understanding unit cost and consumption; why business leaders claim they want to know their IT costs, but really don't; rates and behaviors – what rates solve and what they don't; is there such a thing as too much transparency; and why it matters who you bill, what you bill, and how you bill.
Learning the Hard Way How to Engage the Business in Defending IT’s Budget Bernie Campbell, CIO and Jackie Ponder, Senior Project Manager
Sonoco Products Company
This session is a case study about how we started out with a traditional budget process, home-grown spreadsheets, and the usual executive haggling and "do more with less.” It wasn’t working. Our leadership team committed to implement investment-based budgeting – a budget for our products and services based on the Full-cost Maturity Model. We tried to implement it with just the software, and soon learned that it takes three things: a structured business planning process, leadership team involvement, as well as a great tool. Now, we’re finding that the effort really paid off in client relationships, rational financial decisions, and cost savings.
Controlling Project Costs – EVM from Project Start to Finish Ron Babich, Senior Vice President
More than 50% of all projects vary in planned costs from plus or minus 15%. The proper cost budgeting and execution management of project costs throughout the budget and progress measurement stages are key in preventing cost overruns. This valuable presentation will walk you through the stages of Earned Value Management (EVM) guidelines including defining a detailed plan using a WBS (Work Breakdown Structure), Scheduling, Developing a Baseline, Controlling Risk, Forecasting Costs at Completion, through Controlling Changes. The results are improved cost accuracy and faster project execution times.