Conference Registration and
Full Breakfast sponsored by
Nicus Software, a leader in IT Financial Management solutions
Closing the Budget Loop Julien Nadaud, Founder and CEO and
Customer Representative, TBD
This session sets out best practices that will optimize your budget management process and impact not only profits but the overall sales of your organization. In the first part of this session, you will learn how to drive better budget planning and better execution. In the second part, we will examine how to manage operations against budget and how it can benefit organizations. Thanks to the presence of [customer representative, TBD], we will illustrate alternative solutions that [the client] has implemented, leading to better budget management and better overall efficiency.
The IT Financial Manager, aka, Foreign Language Interpreter? Carissa Albers, Vice President
When you took this job, did you expect to be a foreign language interpreter? Acting as a liaison between IT and the business side of your company is a significant part of the job. It's like being the arbitrator between two countries that have different cultures. Each country is unique and your job is to ensure both parties needs are met within the limitations of your human and technology resources, your corporate policies and your company culture. Your solution clearly has to be formulated specifically for your situation. We do not have a sophisticated system or tools. There is no "budget” for budgeting. This isn’t "best practices”, but we are using what we have and living reasonably effectively in our own environment. This is a review of how we've evolved our budget process to meet Corporate Finance and IT expectations within our unique limitations.
IT Planning and Budgeting in Healthcare John Jarvis, Director, IT Finance
Molina Healthcare, Inc.
Can we predict Information Technology spend yearly based on something other than Per Member Per Month (PMPM)? Healthcare has always used Per Member Per Month as a measurement of success. Providing quality of services to members at a low rate is difficult when administrative costs are through the roof. Much of IT budgeting in Healthcare is based on projected membership growth, and although this makes sense for most of the administrative areas in healthcare, IT is different. IT continues to have an increase in demand, increase in technology, and a decrease in funding. Come see how I have challenged this method of predictive spending in IT to look at other and potentially better options for controlling IT costs.
Cost Management of Infrastructure Projects Bethany Matejin, Control Portfolio Lead
Progressive Group of Companies
Every organization faces upgrades to their infrastructure on a periodic basis. These upgrades have unique challenges such as vendor dependencies, change/implementation windows, and risk resulting from unsupported equipment. This presentation will address the challenges faced by financial management of infrastructure projects that come from both internal and external sources and provide tips on overcoming those challenges. We will also go over how to ensure that benefits are realized as a result of the project.
a leader in automated IT Financial Management Solutions
- Not available to family/guests
Comparing On-premise, Cloud or Hybrid Options for IT Mark Bradley, Senior Product Manager
How do you make an apples-to-apples comparison when what you have are oranges and bananas? The financial measurement and management of on-premise IT systems is very different from what is offered by cloud service providers. So how do you answer questions from your business colleagues such as "why do we use an internal system versus something from Amazon", or "how much will it cost to add 25 users to this service and add a new application?" Historically, financial reporting for IT has been in terms of IT cost centers and intended purely for IT eyes. Now IT needs to be more accountable and show how their activities align with the business in terms the business can understand like services and utilization. In this session, we will discuss how IT can build a service-based view of IT costs for chargeback and showback and alignment with usage and other business performance data.
Cost Transparency for IT Managed Services Michael Davis, President
Resource Guidance, Inc.
For many organizations, the individual business units provide their own services and use the central IT group for related support. While this distributed use of resources is effective, it is costly and is growing out of favor. The current trend is to relocate the autonomous business services into a central location and have them managed by a single group. This is forcing some IT groups to provide Managed Services for the first time. IT will now incur the responsibility to deliver services to the business units, and to minimize the associated costs. This requires the use of a centralized platform (such as a Software Defined Datacenter) and injects a new complexity for using shared resources among multiple business units. The ability to identify who is using what, and at what cost will be essential. In this session we will:
• Define what is IT Managed Services
• Define a platform for IT Managed Services
• Discuss the Service Catalog and Cost Allocation issues
• Discuss the implications for budgets and forecasts
• Discuss a model for IT Cost Transparency
At the completion of this session you will have a good understanding of IT Managed Services and the associated requirements for Cost Transparency. This will assist you in developing a plan for centralized services along with the ability to manage the cost of these services in a business manner.
Funding IT for Implementation of the Affordable Care Act Kenneth Hoffman, Principal
Kenneth F. Hoffman, Inc.
Health care reform is no longer a maybe – the new health insurance exchanges are only months away from operation and information technology is central to their success. In October 2012 the U.S. Department of Health and Human Services finally issued detailed guidance on cost allocation requirements related to the funding of state-based information technology systems for state-operated health insurance exchanges under the Affordable Care Act. There remains an important time-limited exception to the standard cost principles that expires in December 2015 – an opportunity of considerable benefit to states – which potentially makes available millions in Federal funds for core components of health program eligibility system design and development costs. This session furnishes the critical guidance states need to take full advantage of these funding opportunities.
Book Signing & Sale: Internal Market Economics: practical resource-governance processes based on principles we all believe in N. Dean Meyer, President
Chapter 1 begins: "We all believe in market economics..... Why, then, do we drop our common sense when we walk in the office door?" This just-released book brings together all the concepts of IT financial management within the common-sense framework of market economics. It describes best practices in budgeting, catalogs, service costing (rates), chargebacks, allocations, invoicing, portfolio management, financial reporting, and more. And it shows how all these pieces of the puzzle fit together to create a sensible, effective, and entrepreneurial system of financial management and governance. Internal Market Economics offers solutions to challenges IT leaders face every day, like:
• "You cost too much (for the value we perceive we get)."
• "Do more with less!
• "You don't need all that training."
• "My allocation is too big."
• "Cut X percent."
• "We should outsource you."
The book is both visionary, and full of pragmatic guidance on how to implement internal market economics. At this special book-signing session, you have an opportunity to purchase a signed first edition (at a special ITFMA price), and chat with the author.
ComSci’s Software Live Demonstration as a Service & Business Process as a Service Offering Along With a Question & Answer Session with a Prominent Customer Brian Stedman, Vice President and Jeff Yoder, Vice President
This session will share best practices for how to optimize IT resources utilizing one of the market’s successful software products. Through the lens and testimony of a prominent and successful customer, attendees will be guided through each of the following Business as Service solution components:
• IT Financial Management – Facilitates the budgeting and forecasting requirements within an enterprise. Most organizations do this via Excel, which is not scalable or efficient and repeatable.
• Service Costing & Benchmarking – Provides the capabilities to allocate IT department and GL costs to customers’ products, services and application from their service catalog.
• Bill of IT – Provides a view of business unit costs to report to the business unit management the cost, quality and value of the IT services each business unit consumes.
• Analytics, Reporting & What If – These capabilities are included for all modules and include an "out-of-the-box” set of standard reports, graphs and dashboards; rate & what if analysis, a simple and easy to use reporting and graph wizard to support filtering, pivoting and download capabilities, and an executive dashboard manager with the ability to create individual and multiple dashboards using "drag and drop” functionality.
IT Financial Management Best Practices with VMware ITBM Suite Scott Moore, Technical Marketing Manager
In this session we’ll talk about how automating the processes of collecting, aggregating and allocating IT spend with commercially available tools, like those available from VMware, enable ITFM practitioners to spend more time analyzing spend and improving value delivery. This session will include:
• Introduction to how ITFM tools work – data gathering, allocations, reporting, and automating otherwise manual processes
• How to get started and how long it can take based on your organizations IT Finance maturity
• Live demonstration of the VMware IT Business Management suite including modeling, computation, "what-if”, and analysis
• Best practices for getting more from an ITFM implementation including using peer and industry benchmarks
We will also include real-life examples of how our customers are using our solutions to solve their ITFM challenges.
VMware 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 VMware’s IT Business Management Solution.
a leader in Building ITFM into Performance Management
Modeling the Relationship Between Service Costs, Budgets and Forecasts for Analytics and Reporting Nan Braun, Manager
Based on leading ITFM modeling tools, we will discuss the building of an integrated set of reports and processes that allowed a leading insurance analytics company to transform to an IT Services model and complete budgeting by services with impact to the general ledger (GL), rather than budgeting by GL directly. By modeling the process, it becomes easy to do "what if" exploration for proposed organizational, infrastructure and/or service rate changes and immediately see the impact not only to the IT Budget but the impact out to the Business as well.
Applying Principles from a Rolling Forecast to ITFM Jason Byrd, Strategic Advisory Services Partner
RPC Solutions, LLC
We all know that a major component of IT Financial Management can be defining an organization’s IT Services and then determining their associated IT chargeback rates. However, because a company’s chargeback process is so intrinsically tied to its budgeting process, many of the limitations and traps of traditional fixed budgets can manifest in different ways and terms inside an IT organization. This session discusses lessons learned on how the annual budgeting cycle can limit IT Chargeback.
Best Practices: Why Business Planning, Budgeting, Rate Setting and Service Catalogs are All One Thing N. Dean Meyer, President
Believe it or not, many organizations treat service catalog definitions, business planning, budgeting, and rate setting as four separate processes. And in many cases, they're only loosely linked (at best). This session explains why they all should be implemented as one integrated annual planning process. This session overviews the steps in the process to show how all four types of plans are intertwined. You'll see a practical approach that brings together these four distinct but interrelated initiatives and delivers results quickly. This session covers:
• The four pieces of the puzzle: business planning, budgeting, rate setting, service catalogs
• Why they should be integrated
• The steps in an integrated annual planning process
IT Financial Management at a Canadian Government Agency (Speaker to be determined)
The fields of IT Financial Management and IT business management may still be described as nascent but IT groups are beginning to discover how analytical tools can help them to manage IT more like a business operation. This Canadian government agency was looking for something based on industry best practices that could automate the activities associated with allocating IT expenditures to services or customers. Through this project they achieved simpler budgeting, consistent billing and greater transparency over the whole process. In this sessions we'll look at how they approached the project and what changes they implemented.
Best Practices in Accounting for Internally Developed Software Michael Kiely, Senior Director of IT Finance
Marriott Vacation Club International
This session will discuss the current financial accounting guidelines for internally developed software. We will specifically cover FASB ASC 350-40, Internal-use software and how best to apply them. This discussion will be a thorough walk through of a step-by-step Guide developed by the speaker, as well as a detailed review of IT activities that are either expensed or capitalized in accordance with the accounting guidelines. We will discuss an ITFMA "Best Practices" approach including an IT activity guide and a working session review of an example project cost estimating template. The template is designed in accordance with the FASB guidelines.
Planning for Disruptive Technologies Robert Howard, CIO
Armstrong Atlantic State University
Even as we gain solid footing for planning the lifecycle for major technology services and infrastructure, there is always an undercurrent of disruption that continually threatens old business models. This presentation will attempt to give the audience an idea of how to plan service delivery and cost models for these disruptions. Most of the time there is a period of overlapping costs where your organization must continue funding the old service even while investing in the new. This presentation will cite examples and principles that will minimize that overlap, help you understand when you can eliminate that overlap, and how to ensure that you will minimize the over investment in unproven technologies or services.
The President’s 21st Century Government Initiative: New Changes to IT Cost Principles for Educational Institutions, State and Local Governments, Nonprofit Organizations, and Hospitals Kenneth Hoffman, Principal
Kenneth F. Hoffman, Inc.
In February 2013 the U.S. Office of Management and Budget published in the Federal Register a notice of long-awaited proposed changes to cost principles for educational institutions, state and local and Indian tribal governments, nonprofit organizations, and hospitals. Budgets for contingency funds for the construction or upgrade of a large facility or instrument, or for IT systems, are now proposed to be allowable costs of Federal awards. Also allowed would be costs for excess or idle capacity in consolidated data centers, telecommunications, and public safety facilities. Some recommendations of the National Association of State Chief Information Officers were also introduced in the areas of allowable costs of interest and financing, and in equipment and property disposition. OMB Circulars A-21, A-87, A-122 and the hospital regulations at 45 CFR Part 75 are all affected. The information discussed in this session will help officials stay up to date on the latest guidance and regulatory developments, and will help them to take the fullest advantage of the changes.
Automating IT Finance Demonstration Robert Mischianti, Vice President
Nicus Software, Inc.
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.
Automation is the Key to Cost-effective IT Analytics Demonstration Richard Hawes, Senior Manager
We know that improving financial management and IT's business performance and alignment is not just about the technology or any one tool; it must include the right approaches to people and process as well. However we are finding that applying business intelligence approaches to ITFM by making them innovative and simpler to implement through automation is making a huge difference to how our clients tackle the problems of managing finance. In this session we want to show you the latest innovations HP has applied to IT finance and provide examples of the way in which clients really have taken a new look at financial management. In turn they have helped their organizations to build a performance-driven culture and align with the rest of the business.
N. Dean Meyer and Associates -a leader in Consulting/Software, Market-based Resource Governance
IT Business Intelligence – Capturing Statistical Measures in the G/L Lawrence Bua, Executive, Business Vision and Innovation
Business Intelligence in not just intended for Sales and Business Operations. A general ledger (G/L) based financial data mart for CFO organizations can provide a 360-degree view of IT performance tailored to the enterprise. Often overlooked as a source of critical data to drive Business Intelligence (BI), the General Ledger can deliver statistical measures around IT performance and value delivered to the business. Utilizing specific KPI’s derived for ITSM and PMO frameworks, the G/L as a BI tool can measure and statistically track the contribution of IT to the bottom line. In this session we will:
• Identify applicable ITSM and PMO KPI’s
• Discuss Integration aspects into statistical G/L accounts and hierarchies
• Building the 360-degree view; current state, historical data and benchmarks
• Value based utilization of statistical measures
At the completion of this session you will have a better understanding of how to construct analytics to measure the contribution of Information Technology to enterprise performance. Capturing these measures will help you to identify if IT is focused on prioritized, organizational objectives.
Best Practices in Cost Control: Supply Versus Demand Management N. Dean Meyer, President
Traditionally, costs are controlled by limiting the budget given to the IT department and by measuring managers by how well they stick to that budget (variances). As familiar as it is, this approach causes many problems – it induces inappropriate decentralization and outsourcing, undermines sustainability, and reduces agility, to name a few. Even worse, it may drive costs up instead of down! This session explains why controlling the supply of IT services doesn't work, and why demand management is a far more effective approach to cost control. This session suggests management metrics that ensure frugality within IT, and processes for getting business clients to cut costs by cutting their demands. This session covers:
• Why cutting the IT budget might not cut costs
• Why measuring budget variances is a bad idea
• The alternative: market economics
• The three elements of cost control: value, breakeven, demand management
Wrap Up Panel Session for Those from Businesses (Panelists to be determined)
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 2014 Conference of your choice.
Wrap Up Panel Session for Those from Government Agencies and Universities (Panelists to be determined)
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 2014 Conference of your choice.