IT Financial Management Overview Seminar (4 hours) Charles Johnson, CEO/President
CNJohnson & Associates, Inc.
This seminar provides a comprehensive overview of Total Technology Financial Management and some of the related key financial disciplines. The seminar is geared to those new to this area and those interested in comparing experiences at their organization. During this seminar we will work together to develop and discuss all of the essential components in IT financial management – Strategic Planning, Project Planning, Project Evaluation, Project Tracking, Resource Planning, Capital Budgeting, Procurement, Contract Management, Asset Management, Operating Budgets, Expense Reporting, Product Costs, Activity-Based Costing, Service Pricing, Chargeback, Benchmarking, Balanced Scorecards, Dashboards, etc. How do all of these elements work together? How do we make sure these concepts are understood and supported by management? Bring your experiences, questions, and answers. Let’s figure it out together.
Making the Move to Service Based Chargeback Workshop (4 hours) Jeffrey Ebbrecht, Senior IT Specialist, IBM Corporation and
Penny Collen, Consultant – IT Finance and Chargeback
IT Chargeback is firmly rooted in technical usage measurements. These measurements are the best way to achieve cost transparency based on consumption from an IT investment perspective. However, clients have often rejected IT Chargeback as too difficult to understand and unpredictable. ITIL has provided guidance for more sophisticated service management and the service catalog. Chargeback processes are gradually being restructured to match service offerings. Gartner says only 10% of companies are doing "Service-based Chargeback" today and by 2015 that number will increase to 50%. Are you prepared to make the move?
This seminar will provide the roadmap for migration from traditional IT chargeback to service-based chargeback. Learn the importance of linking IT strategy to corporate strategy before you decide to move forward. Will the same tools you used for technical chargeback still apply? What is bundling and what part does it play in your implementation approach? What reports will be needed to support your charging structure? What are the real measures of success in this new approach?
Tips and Techniques for Getting the Most from Your Supplier Agreements Workshop (4 Hours) John Fisher, Chief Strategy Officer and
Jeffrey Gordon, SVP Value Creation
In these challenging economic times, financial managers are often being asked to take a more active role in direct negotiation with their suppliers. Do you want to understand how suppliers approach the negotiation and to learn valuable tips on how to counter those tactics? Join a former CIO and one of Computerworld’s Premier 100 IT Leaders in a workshop where you will discover valuable tips and techniques for handling those tough negotiations.
By applying tried and true approaches and the patented negotiation methodology used by NET(net), you will be able to save actual dollars for your organization and maintain a good working relationship with your key suppliers. Topics will include:
• Supplier techniques for driving you to their conclusion
• The importance of sequencing to gain a negotiation advantage
• Techniques to counter supplier ploys
• How to determine if your deal is "market optimized”
The ITAM Triple Play: Track IT, Measure IT, and Improve IT Using Best Practices Workshop (3 hours) Randy James, Founder and Managing Director
The Consultants Source, LLC
This workshop introduces the methodology and benefits of integrating Technology Business Management (tools that track IT budgets and costs), IT Financial Benchmarking (tools that measure specific unit and staff costs), and Infrastructure Best Practices (techniques to maximize the reliability, capacity, and performance of the assets during their operational lifetime). Several case studies will be used to illustrate how these tools/techniques work together to identify budget variances, compute IT specific cost statistics, and use peer cost data to identify areas of opportunity, and direct the use of infrastructure best practices to correct and/or optimize the capacity and performance of IT assets.
IT Process Management and Service Financial Management Workshop (3 hours) Rajesh Radhakrishnan, Senior IT Architect
This workshop explores the three major process domains in IT Management and their relationship with Service Financial Management. The four sessions will cover these areas:
• Enterprise Architecture and IT Service Financial Management
• Enterprise IT Risk Management and IT Service Financial Management
• IT Service Management and IT Service Financial Management
• IT Intelligence and IT Financial Intelligence
From this workshop, you will have a much better understanding of the above interrelationships as well as the new tools available to measure and analyze cost of service unavailability, cost of service discontinuity as well as risk ROI (i.e. Return on Investments related to risk avoidance, mitigation and management). You will have a greater technical understanding of IT Financial Intelligence based on what, why, how, when and for whom discussions, as well as conceptual and logical architecture for IT Intelligence and IT Financial Intelligence.
IT Financial Management "Hot Topics” Seminar (4 hours) Brian Jeffery, Managing Director and
Bob Simko, Executive Director
International Technology Group
Battle of the Boxes – Server Market Changes: During 2010, new UNIX server introductions by HP, IBM and Oracle’s Sun, and the appearance of Intel’s latest generation of Nehalem EX processors, have fundamentally altered server economics and technology bases. Implications of these shifts are examined with recommendations as to how users can take advantage of the changes. Trends in server virtualization and Oracle’s new strategic directions for bundled hardware and software offerings are also discussed.
State of the Mainframe: Following IBM’s introduction of its new zEnterprise generation of systems, and recent changes in pricing and packaging, mainframe-based issues have become a high-interest topic among IT strategists. These issues and the latest trends among users are addressed. Coverage includes potential opportunities for cost reduction, application upgrades and improved quality of service.
Both Sides Now – Hype and Reality in Cloud Computing: For the purpose of this discussion, "cloud computing” refers to established practices in timesharing, outsourced operations, software as a service (SaaS) and other areas that provide value. Current industry debates and trends in cloud computing are examined in this session. The session concludes that despite the hype, cloud computing offers a number of potentially significant opportunities for business as well as government users.
Social Media: What Significance? Popular interest in Facebook, Twitter and other social media are examined including how businesses and government organizations are using these media in practice. Costs and benefits are discussed, and potential opportunities are outlined. The session concludes with recommendations as to how organizations should identify potential applications and evaluate business benefits delivered by social media.
The IT Financial Life Cycle – Planning/Budgeting, Cost Management and Chargeback Workshop (4 hours) Michael Gentle, Founder and Consultant
IT Project Financials
IT financial management usually reflects the siloed structure of IT departments. Planning and governance work on portfolio planning, Project Management Offices (PMOs) try to deliver projects within budget, and application and service managers focus on meeting service level agreements and keeping chargebacks under control. IT financial controllers are hopefully able to understand it all – or more or less take the numbers at face value.
But what about the big picture? What type of financial decisions lead to projects being selected in the first place? How realistic are project budgets anyway, and how do PMOs manage the capex (capital expenditures) vs. opex (operating expenditures) balancing act? Shouldn’t application and service managers care about what happens upstream – after all, the financial baseline for production systems is usually pretty much established during the project phase? Should chargebacks be implemented only based on financial criteria?
In this workshop – based on best practice and drawing on real-world examples and case studies – you will be able to tie it all together by looking at the complete financial life cycle:
• Investment planning: learn about demand management, portfolio management and why business cases are not just about financials
• Budgeting: learn about the challenges of budgeting and forecasting, and why, for many projects, it is often the budget, and not the spending, that is out of line
• Cost management: see how the maturity of your financial management strongly influences the time your people spend on tracking and reporting
• Chargebacks: learn how to introduce value into the chargeback equation, so that your business customers can start to focus on both costs and benefits
At the end of this workshop, you will better understand the financials governing your own area of expertise and appreciate the challenges and constraints of your IT colleagues and financial controllers.
IT Investment Motive: A Set of Best Practices to Frame the Decision Seminar (4 hours) Cliff Earl, President
Resource Management Systems, Inc.
Every organization is facing difficult, often painful, choices about IT initiatives, projects, and programs. In the end, there will be a decision. The decision will be based, in part, on how well project advocates and stakeholders demonstrate a compelling business need. Yet, in spite of advances in governance frameworks and analysis techniques, too many investment proposals fail to adequately answer this deceptively simple question: "Why do we need this?" Any manager who has had to make the tough choices knows exactly what this means.
This fast-paced, interactive seminar is about helping IT project advocates, stakeholders, and other professionals do a better job of explaining the business need for an investment in terms business decision makers will understand. Whether you are a decision maker, analyst, or proposer, the take-away will be a practical approach to making the motive for investment crystal clear in one-page or less. Specific topics include:
• Shifting the Frame from IT to the Business
• Specifying the Key Performance Indicator (KPI)
• "As-Is" and "To-Be" Measurements
• Writing the Business Performance Objective
• Explaining the Investment Motive: Concise, Clear, and Compelling
During the presentation, participants will be encouraged to apply the lessons learned to a real or hypothetical decision scenario for their own organization. By the end of the seminar, participants will be prepared to write informative and persuasive business need statements or coach others on how to do it.
All the Financial Management Processes On One Page Workshop (3 hours) N. Dean Meyer, President
This "big picture" overview shows all the financial management processes on one page, and how they're linked together to form a system of governance. This perspective will help you avoid the "scatter-shot" approach and focus your efforts on the specific next steps that will do your organization the most good. The "big picture" chart will help you communicate to your executive team where you're going, and why the next steps you propose are important. Also, seeing the linkages will help you design each sub-process in line with the end goal, so that all the processes will work together. This workshop will also help you make best use of your time at this ITFMA conference, putting the various topics into context to select from the rich assortment of sessions those that are most relevant to your next steps.
• Questionnaire: what are your top governance challenges?
• The "big picture" – all the financial management processes on one page and linked together
• Where on the page are the challenges you selected addressed?
Designing and Implementing "Best Practice” Driver-Based Rolling Forecasts for IT Workshop (3 hours) Ron Bradley, Senior ITFM Consultant
Beyond EPS Advisors
Technology is improving at break-neck speed. Our customers are demanding more and more, yet we are stuck in our old paradigm of justifying annual IT spending via antiquated 9-month budgeting events. We constantly get "beat-up” over the high-cost of IT, yet we allow demand for technology to proceed unchecked. We know we need a more effective process for understanding demand and the costs associated with it, but we keep plodding along, agonizing through a lengthy planning event that has become a 12-month accounting exercise and ceased to enable sound business decisions.
In addition to the annual budget, many companies have now implemented a forecasting (or working budget) process that allows for changes based on known events, but the horizon for these forecasts declines as the accounting calendar moves towards the end of the fiscal year. This type of forecasting activity has limited value. Not only does it consume valuable time but its purpose is to help managers make short-term tactical decisions to "meet the numbers” that, more often than not, undermine the longer-term interests of the IT business
This thought-provoking workshop explores the case for treating driver-based rolling business/financial forecasting as a core management process that enables a more adaptive organization ready to take on the rapidly changing demands for technology. You will discuss ideas, such as:
• What makes a good driver-based rolling forecast?
• What periods should a forecast cover?
• How frequently should it be up-dated?
• What data should it contain?
• How should a forecast be used to support better long-term planning?
• How accurate does a forecast need to be?
We believe that the greatest value that IT Financial Managers can provide for IT leadership is implementation of new financial tools and techniques to enable better management of the IT business. Come to this workshop ready to explore new ideas for building a forecasting/budgeting process that enables IT organizations to respond rapidly to unpredictable events. You will get advice and examples from your workshop leader and walk away with the knowledge that will enable you to immediately begin a driver-based forecast implementation.
IT Asset Management Best Practices – What Does and Does Not Work Seminar (3 hours) Bob Clarke, President, Windward Partners and
Charles Johnson, CEO/President, CNJohnson & Associates, Inc.
During this seminar, we will explore IT Asset Management (ITAM) best practices in an open discussion. What are the necessary elements of ITAM? Let’s break ITAM down to "bite-size” pieces, like "eating the elephant”. What are the interrelationships and dependencies of the components? What are the roadblocks? What have we tried? What worked? What failed? The discussion topics will include how to get management support; the ITAM life cycle; the stages of a successful ITAM initiative; and much, much more. Bring your experiences, questions, answers, and comments to share and we will work this all out for everyone’s benefit.