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IT Budget and Reporting Essentials for the New IT Finance Manager Stephen Walsh, Director of Finance-Information Technology
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This session is geared towards the new IT Finance Manager (two years or less in this role) seeking an overview on how to better plan, create, manage and report on their IT budgets. You will learn how budgets should be used for strategic planning, expense monitoring, performance evaluation and resource allocation decisions. This session will also cover key budgeting topics such as the importance of making realistic and conservative budget assumptions, using historical data to establish baselines, linking budgets to cash-flow and break-even analyses, preparing pro-forma scenarios and efficiency metrics, and creating relevant summary management reports. The benefits of building transparency and collaboration into the entire budgeting process will also be highlighted and discussed throughout the presentation.
Financial Benefit Realization – Measurement Best Practices for Ensuring Success Cliff Earl, President, Resource Management Systems and
David Miller, Chief, Planning & Project Delivery, State of Nevada
Achieving planned financial benefits (cost and revenue) is a priority for every organization. The call for, and claims of, IT-enabled revenue improvement and cost reduction is nothing new for IT. What is new is the need to provide assurance that the claimed financial benefits of approved projects are actually realized. Project advocates need to incorporate financial performance measures in their business cases and justifications, evaluators need to assess the credibility of the measures and estimates, and management needs to monitor actual financial performance versus planned. The challenge is, and has always been, how to do it. This presentation introduces successful performance measurement techniques and provides case examples and important lessons learned from real life state and local government programs. The take-away will be practical tips from proven methods on how to increase the likelihood that claimed financial benefits actually materialize and that performance measures are ultimately useful to management.
Service-Centric IT Budgeting and Forecasting Robert Mischianti Vice President
Nicus Software, Inc.
Many IT Budgets are built with a focus on last year’s budget. This session outlines a product and service centric methodology that improves accuracy, tracks actual spend and enables multi-year TCO reporting. It provides genuine opportunity to cut costs and helps justify new spend.
IT Cloud Decision Economics: Best Practices to Maximize Your Organization's Cloud ROI Joseph Pucciarelli, Program Director
Cloud computing has the potential to disrupt IT operations, ROI and sourcing strategies by changing the way business needs are provisioned, priced and delivered. Vendors promise hyperscale economics, radical improvements in business agility and rapid transformation of data center environments. Yet, to realize those benefits, IT and business leaders need to reinvent governance and restructure IT purchasing and sourcing approaches. 2011 will be a critical turning point as IT buyers begin to scale deployment of public, private and hybrid cloud options. In this presentation, IT Cloud decision economics will be discussed including:
• How will the broader economic and capital markets conditions worldwide, shape IT cloud decision economics?
• How time proven analytic methods, such as Return on Investment (ROI), can be applied to inform cloud technology architecture and sourcing choices?
• Why IT/business governance will be the linchpin to achieving expected cloud ROI
• What impact will cloud operations have on the productivity of IT staff and the way data center managers should prioritize system management software investments?
Best Practices in Financial Systems: Build Your Cost Model in the Budget, Not the Actuals N. Dean Meyer, President
A cost model, which associates all costs with your products and services, should NOT be built within the system that tracks actual costs, as in chargebacks or show-backs. Instead, the cost model should be part of the annual budget planning process, and built within your budget planning system. This session explains the many reasons why, and how the results of a cost model are integrated into the actuals-tracking systems to produce transparent budgets as well as invoices.
• Definitions: planning versus actuals-tracking systems
• Why cost models belong in the planning system
• the two systems are integrated, and what actuals reports should look like
• The (few) benefits of replicating the cost model in the actuals-tracking systems
Best Practices: COBIT 5 Explained Robert Stroud, Vice President, Service Management
The Control Objectives for Information and Related Technology (COBIT) is a set of best practices (framework) for information technology (IT) management, created by the Information Systems Audit and Control Association (ISACA) and the IT Governance Institute (ITGI) in 1996. ISACA is currently creating the COBIT 5 framework combining COBIT, Val IT and Risk IT for a detailed framework for the effective governance and management of IT enabled business. While COBIT ensures that IT is working as effectively as possible to maximize the benefits of technology investment, Val IT helps enterprises make better decisions about where to invest, ensuring that the investment is consistent with the business strategy. And while COBIT provides a set of controls to mitigate IT risk in IT processes, Risk IT provides a framework for enterprises to identify, govern and manage IT-related risks. This session will update you on the development to date, anticipated outcomes and set timeline expectations.
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
Using Tools to Produce Better Business Results from ITFM (Software Demonstration) Blair DeSio, Senior Sales Engineer
Using manual methods, Excel, or databases cannot scale to handle the complexity of today’s IT Financial Management (ITFM) needs. In this session we’ll talk about how automating reporting and processes with commercially available tools, like those available from Digital Fuel, dramatically increase the value of ITFM. This session will include:
• Introduction to how ITFM tools work – data, reporting, and process automation
• How to get started, and how long it takes - really
• Live demonstration of the Digital Fuel product including modeling, computation, "what-if”, and analysis
• Best practices for getting more from an ITFM implementation
Digital Fuel, a leader in IT Cost Management and Visibility Solutions, 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.
easy to use and fast to deploy IT Financial Management SaaS solutions
Moving Towards an ITIL Financial Management Framework Bill Paraska, Director, Business Support Service
Georgia State University
This is a progress report on the now four year old project undertaken to move the central IT department of the University to being a "business within a business” service provider. The presentation will quickly recap the efforts to date in adopting a budget planning methodology and tool, creation of a governance process and restructuring the IT organization to better focus on areas of expertise and associated catalog items. The majority of the presentation will be devoted to recounting the lessons learned in moving from strictly a budgeting exercise to using a preliminary set of financial tools to record actual performance over the course of the fiscal year. Lessons learned so far have generated planning and funding for future efforts to resolve issues with refinement of the catalog pricing process (ITIL: Provisioning Value), gaining expertise in the forecasting process (ITIL: Demand Modeling), identifying tools and processes for recording actual resource expenditures against catalog items and deliverables (ITIL: Accounting), and providing a consistent financial picture for use in the governance process of determining the best use of scarce IT resources (ITIL: Planning Confidence).
Moving Targets: Budgeting, Forecasting and Planning in a Volatile Economy Brian Jeffery, Managing Director
International Technology Group
How organizations have adapted budgeting, forecasting and planning practices to meet the demands of an unpredictable economy are addressed. Examines overall trends and presents examples of businesses recognized as leaders in this area. Also outlines technology trends, including growing use of business intelligence and analytical tools by finance departments and by their internal customers.
Best Practices in Budgeting: Investment-based Budgeting – What, Why, and How N. Dean Meyer, President
Investment-based Budgeting means presenting a budget for what you want to SELL (not just what you want to spend). The traditional approach to budgeting – forecasted spending by cost center – causes many serious problems, including "do more with less," unrealistic client expectations, poor alignment with the business, mistrust, unfair accusations that you cost too much, clients attempting to micromanage you, and more. Investment-based Budgeting is the antidote. This session defines what it is, why it's so important, and how to implement it (including how to link it to the enterprise's traditional budget system, which is typically a requirement).
• Why traditional budgeting causes problems
• What is Investment-based Budgeting?
• Which costs go into the cost of the products/services you propose to sell, and which costs do not
• How an Investment-based Budget is used, and how to link it to the traditional enterprise budget system (spending by cost center)
Harvesting the Low Hanging Fruit of IT Strategic Cost Management Jeff Gill, Executive and John Neels, Executive
Obtaining the real financial gains from managing Information Technology costs is a hot topic. Economic pressures have IT leaders looking for simple plans to find and harvest the low-hanging fruit of the organization's technology deployments. We will cover a simple IT financial maturity model, specific areas to look for high ROI gains, and tactical plans for achieving those gains. This information session will include real-world examples from two experienced industry executives who have accumulated more than a billion dollars in savings in managing IT costs.
IT Visibility By Design: Using Business Outcomes to Drive IT Management Tool Requirements Howard Hastings, Sr. Director, Products & Marketing
We've all been there when senior business leaders ask questions that we simply can't answer with reasonable speed and accuracy...or worse, not at all. Organizations' IT infrastructures have evolved over time, but not necessarily according to a "master plan" based on what actions and information are required for sound IT governance and support of business planning and optimization. Instead, IT tools were acquired along the way to support initiatives as they surfaced and the associated processes too often disjointed and poorly integrated. As a result, the data being collected and reported across IT management systems is filled with overlapping but inconsistent formats and far too many gaps. This session describes an approach to documenting a prioritized list of what the business wants/needs to achieve end results from an overall IT infrastructure management perspective (e.g., what reports they need/would like to produce, what answers they need to questions routinely received from senior corporate or business unit management, etc.). From that base of knowledge a data model is created that is overlaid on top of a map of existing tools and their data integration points, which makes visible the inherent overlaps, inconsistencies and gaps. This provides the basis for a remediation/improvement plan with a schedule that is driven by the logical order of dependencies and business needs.
Best Practices: Panel Discussion of What NOT to Do James Baxley, Vice President, First Citizens Bank
Penny Collen, Consultant – IT Finance and Chargeback
Karen Garcia, IT Chief of Staff, BMC Software
Charlie Johnson, CEO/President, CNJohnson & Associates
N. Dean Meyer, President, NDMA, Inc.
One key to a winning strategy is deciding what not to do. When working toward mature IT Financial Management, it is critical to understand how to pick your battles. Come discuss – and debate – with five of our industry’s leaders what mistakes to avoid. This session will bring forward many of the conversations held around the conference, at the dinner table (and the bar!). Get an inside look at how these leaders have learned, and share your own war stories with the rest of the attendees.
Information Technology Financial Management – Best Practices for the Real World Josh Bouk, Senior Vice President of Strategic Services
Veramark Technologies, Inc.
This presentation will explore best practices for service-based ITFM in the context of real-world enterprise management. Learn how to focus your energies to achieve material financial benefits while avoiding the political landmines and resource-draining problems of many ITFM implementations. What is a good ITFM solution? And when is good "good enough”? What battles are worth fighting? And who should fight them? Most importantly, how can you build momentum through quick wins that will carry your initiative through to completion? Don’t miss this informative and down-to-earth session on the best-practice strategies necessary to create successful IT expense management initiatives in today’s complex corporate cultures.
Moving Beyond Data Management: How Apptio Streamlines Data Acquisition and Enables Activity-Based Costing, IT Benchmarking, and What-If Analysis (Software Demonstration) Michel Feaster, Vice President, Products
Many IT financial managers spend more time updating spreadsheets than providing the CIO with analysis to help drive IT investment decisions. It's time IT Finance had their own financial planning and analysis tools to provide real-time activity-based service costing, IT benchmarking, and what-if-analysis. Come see a demo of how Apptio delivers these capabilities, along with collaborative service-based budgeting and a Bill of IT to communicate cost, quality and value with the business.
Automating IT Finance (Software Demonstration) Robert Mischianti, Vice President
M-PWR enables customers to transition from spreadsheet-based IT financial management tasks to a process-centric application that delivers automation, scalability, detail audit tracking, web-based reporting and much more...Define and validate your own processes, integrate all of your data elements in one place, satisfy stringent audit requirements, and automate to save time.
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.
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Financial Implications of Cloud Adoption Juan Garcia, Principal
Williams & Garcia, LLC
As the hype around cloud computing continues to grow, the reality is that many companies have already started their journey into the cloud while others are already planning and budgeting for it. There are different models for cloud computing and each model provides opportunities for increased capabilities with greater cost transparency while also being disruptive to current financial IT practices. Cloud is transformational not only in the management and delivery of IT services but also in the way companies invest in technology and changes in responsibility for those costs. Business projects no longer purchase infrastructure, software and maintenance for their applications, but rather pay for services delivered on unit bases, implying that internal costing processes change and new chargeback models need to be adopted. This presentation provides details on the financial impact of each cloud model; key changes in the purchasing model; changes to IT service consumption budgeting; cloud service cost benchmarking techniques; popular chargeback models; keys to a successful cloud adoption strategy; and the new cloud based IT organization.
Service Budgeting Challenges Lisa Stalter, Sr. Manager, IT Planning & Governance
Cox Enterprises, Inc.
As IT departments make the shift to becoming true service providers in their organization, new processes and models need to be considered and developed. Determining how to incorporate service budgeting into the annual budget process can be challenging but it is necessary. This presentation will illustrate tools, templates and processes that have been established as Cox Enterprises moves to mature their service budgeting. It will also highlight organizational changes that need to be considered as well as IT Financial Management practices that need to be de?ned in order to cross charge for services.
IT Demand Management – Is it Really Supply Chain Management? Jeff Gill, Executive and John Neels
One of the hardest things to manage today in most IT organizations is the business demand for services versus available budget dollars. This is due to the fact that the IT organization and Infrastructure have grown increasingly complex with new technologies and increased reliance of the business on IT services. IT is now supporting almost all critical business functions within an organization with the same or reduced budget year after year. We will explore how IT demand is similar to other types of demand in an organization and how supply chain principles can be applied. There will be examples of how an organization can manage the economics of both planned and unplanned IT demand.