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Optional Full-Day and Half-Day Workshops Agenda

Monday, July 13

7:00-8:00 a.m.

Conference Registration and Full Breakfast Buffet

8:00-11:45 a.m.

IT Finance Boot Camp: Part 1 (4 hours)

Robert Mischianti, Vice President

Nicus Software, Inc.

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

IT Financial Management for Directors and Managers (4 hours)

Steven Hall, Partner and

Korey Barnard, Director


The pace of change in today’s environment has accelerated. IT organizations are faced with an increasing number of options for Software as a Service, cloud computing, analytics, robotics, automation and many others. The options for IT organizations can feel overwhelming from a technical, operational, and financial perspective. The challenge is magnified with flat or decreasing IT budgets – business leaders often want the latest and greatest, but at no additional charge. In this workshop IT Financial Directors and Managers will gain a greater understanding on the financial impacts of these changing technologies and learn best practice tips and tricks to procure and manage these technologies. The workshop will address the challenges of switching from capex to opex, uncovering the secrets of an effective portfolio investment mindset and identifying effective means to fund innovation through better analytics and understanding of the IT budget.

Data Maturity Model to Clean Up Your Data (4 hours)

Nan Braun, CEO and Terry Dawkins, Consultant

Thavron Solutions

IT’s dirty little secret is that in too many of our systems there is less than perfect data. It might be asset data, license data or manually entered meta fields that just don’t quite line up. Your organization might be planning an activity based costing initiative, application TCO calculations as part of application rationalization ( AppRat), or shifting to a service costing system that uses a bottoms up modeling approach. In all of these cases, and many more, the maturity and health of your data has an impact on your success. We will leverage a Data Maturity model to help you find your weak spots and build a plan that ensures your initiative can be a success. This workshop will cover critical data sources and how to identify key fields. We will provide a template for measuring and reporting on data maturity, and we will talk about the path forward or how to work around some of the most common data gaps we have seen in the field. Participants who bring a laptop and some sample data from their organization will have time to get hands on assistance in assessing the maturity of their data in preparation for a costing or TCO activity.

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.

IT Finance Boot Camp: Part 2 (3 hours)

Robert Mischianti, Vice President

Nicus Software, Inc.

Continued workshop from the morning session.

Managing Cost of Services in a New Hybrid and Dynamic Era (3 hours)

Kobi Katzir, Senior Product Line Manager


IT services and applications gradually rely on cloud services that provide more flexibility and agility for IT providers to supply the value to the business on demand, however this change also introduces new challenges to manage a dynamic environment that needs to scale economically per consumer demand. During this workshop we will share best practices, real customers’ use cases and discuss the next challenges, such as, do you have the ability to allocate cost of cloud services to your services? If you’re a consumer, do you know which cloud resources your organization uses and how much you’re investing in each one of them? Do you have insight into how your IT expenses accrue so you can craft fees to cover them and implement management plans to control them? Do you have an ability to show consumers the value of this investment? Many organizations don’t. But as the popularity of cloud computing grows, so does the importance of managing the cloud’s costs.

Practical Issues in Cost Modeling (3 hours)

Practical Issues in Cost Modeling (3 hours)

NDMA, Inc.

This workshop is for you if you are developing a cost model or evolving an existing cost model. Your cost model may be for the purpose of allocations, rates, investment-based budgeting, and/or invoicing (chargebacks/showbacks). Bring your questions to this interactive dialog. You'll leave with practical answers to a variety of pragmatic cost-modeling challenges, including:

  • Where the cost model lives: plan versus actuals
  • Allocations versus rates
  • Rates versus budget, and the additional things you need to think about if you're doing a budget
  • Cost drivers versus catalogs
  • Granularity
  • Funding for enterprise-good services
  • Funding for infrastructure refresh and growth, new service offerings, internal process improvements
  • Clients pay for IT capital infrastructure (then we claim to own it)
  • Labor costs and billable-time ratios
  • Contractors costs
  • "Free" people (where compensation is paid by clients)
  • Proper use of pass-throughs
  • Layers of indirect costs, and getting every cost to the right rates
  • Cloud and vendor costs
  • Surpluses and rolling funds

Tuesday, July 14

7:00-8:00 a.m.

Conference Registration and Full Breakfast Buffet

8:00-11:45 a.m.

An Architectural View of IT Financial Management: Part 1 (4 hours)

Jeffrey Lockenvitz, I.S. Controller

United Parcel Service

Managing the many services and disciplines that exist in an IT operation requires a balanced set of financial metrics that are strategically designed so that correct behavior is driven with the least effort. This full day workshop will review the architecture of a functioning IT Financial Management system that is strategically designed to leverage the market forces that are inherent in an IT environment. The workshop will address the full scope of perspectives recognized and will include discussions about how to address each one including the management of basic resource budgets, staffing, projects/activities, infrastructure, applications and P&L.

The IT-CMF Framework – What We Learned (4 hours)

Roxana Argintescu, Director, IT Business Management, DTCC, and

Catherine Crowley, Research Fellow, IVI

An IT Maturity Model is an effective tool to help IT management prioritize strategic objectives with limited funds. This workshop will review the structure of one such model and discuss how Depository Trust & Clearing Corporation introduced and used the model to prioritize their goals and objectives for IT Financial Management. The IT Capability Maturity Framework (IT-CMF) provides comprehensive coverage of all IT capabilities in a business. It has a unique business value focus on managing the IT budget and managing IT for business value. The key financial capabilities we review are:

  • Total Cost of Ownership
  • Accounting and Allocation
  • Budget Oversight and Performance Analysis
  • Budget Management
  • Funding and Financing

In this workshop, we will share real-life experiences in our journey implementing the IT-CMF and discuss how we:

  • Identified the need for a maturity model
  • Secured buy-in from IT leadership
  • Approached the project
  • Engaged our Business Partners
  • Implemented change
  • Demonstrated value

You will have an opportunity to test using the framework to address real-life challenges.

Developing an IT Cost Optimization Program (4 hours)

Mark Flynn, Director, and

Ronan O'Mahony, Director

Optimize TOC Ltd.

This workshop will introduce an IT Cost Optimization framework, along with tools and techniques to identify where each organization should focus its efforts to optimize IT costs. The workshop is intended to be interactive and participants are encouraged to participate in the context of their own organization in terms of what may and may not be applicable. The workshop combines best practice, real world experiences and the following:

  • Introduction – a short introduction to the concept of IT Executive Focus
  • IT Cost Containment - Best Practice - Precursor Activities
    • Experiences and Challenges in IT Cost Containment, including public sector specific issues
    • Understanding the Real IT Cost Drivers
      • Hidden costs, including cost drivers, TCO, Portfolio Analysis and IT Spend in the business
      • Impact of CAPEX versus OPEX expenditure on IT cost profile
      • Departmental and end-user computing costs and impact
    • IT Cost Optimization Governance
      • Roles
      • Accountabilities
      • Metrics
    • The IT Cost Optimization Process
    • Categorizing and quantifying IT Costs
    • Communicating cost reduction program
    • Draft Cost Containment Framework for assessing your organization and to identify where are the priority areas you should address
    • Q&A and Discussion: Individual experience and key concerns
  • Cost Containment Program Activities
    • Identifying “quick wins” to build credibility
    • Portfolio Analysis (to identify overlaps and deferment of non-critical initiatives)
    • Reviewing software and service contracts and open source software
    • Assessing technology cost reduction opportunities (complexity, consolidation, duplication, storage utilization, client devices, support costs etc.)
    • IT Asset Management program (utilization, life-cycle management, license optimization, software compliance, help desk costs etc.) and Technology-Driven Cost Control
    • Implementing/reviewing Service Delivery Model (strategic sourcing, shared services, SaaS, Cloud)
    • Peer review/benchmarking – uses and risks, cost-quality trade-offs
  • Applying the Cost Containment Framework
    • Applying the framework to your organization
    • Assessment and initial planning
    • Q&A and Discussion: Individual experience and key concerns
    • Lessons and follow-up
    • Informal networking and discussions

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.

An Architectural View of IT Financial Management: Part 2 (3 hours)

Jeffrey Lockenvitz, I.S. Controller

United Parcel Service

Continued workshop from the morning session.

Transparency for Accountability in Technology Contracts (3 hours)

Tom Warner, President

SLEDVision, Inc.

Learn how to drive transparency in IT license and maintenance contracts without sacrificing the relationship with the vendor or giving up value in the contract itself. This is a study of how transparency within the contracts can assist in the identification, justification, and restructuring of costs on a particular platform or in an overall review of service valuation. Transparency can be improved through the use of processes, tools and negotiations. Actual case studies from IT Contract Valuations will be presented to identify best of breed models. The cost of software and hardware in the organization is constantly going up, but does it have to? The complexity that is built into the cost models for IT products and the related agreements makes it difficult to identify what is actually occurring with platform costs. Having an effective process and access to the right information through improved transparency can transform the relationships and significantly lower costs.

Best Practices for Reducing and Managing IT Costs (3 hours)

Gary Eckert, President

Telytics, Inc.

  • Essential Strategies for Effective IT Cost Management (1 hour)

    This workshop session addresses the fundamental strategies companies should be employing to develop, manage, implement, and maintain an effective IT/Telecom cost management program. This session will address the following topics:

    • Effective fundamental cost management strategies
    • The importance of developing a cost management plan
    • ThThe role of telecom contracts in the optimization process
    • Getting the right analytics to make effective strategic decisions
    • How to get the most benefit from existing Cost Management Tool implementations
    • The “big picture” perspective on the overlooked financial benefits of effective IT cost management in influencing company fiscal performance
  • Strategic Budgeting and Project Prioritization (1 hour)

    The success of any IT related cost management process is dependent upon a sound strategic budgeting and project prioritization process. Unfortunately, for most companies, this process is compromised by a variety of factors that negatively impact the obtaining of the right analytics to make good budget decisions and the development and implementation of an effective communications cost management plan. As a result, hundreds of thousands and/or millions of budget dollars are wasted annually by overspending for provided services and failing to fund projects that can have a significant positive contribution in meeting business objectives involving revenue enhancement and cost savings. This session is intended to help provide a better perspective into the challenges and solutions for improving the budget and project prioritization process as it relates to the IT area. The topics to be covered include:

    • The current environment and why the process is broken
    • The role of strategic budgeting in IT cost management
    • Goals and objectives for an effective strategic budgeting and project prioritization process
    • Key steps to process improvement in project prioritization
    • Process pitfalls to avoid
    • Importance of a formal documented plan for success
    • A best practice approach to ensure maximum results


  • Secrets to a Successful TEM Implementation (1 hour)

    Many companies have implemented both homegrown and third party Telecom Expense Management (TEM) services and applications to help manage their telecom related costs. Unfortunately, many, if not most, of these implementations fail to provide the specific analytics necessary to actually validate and support cost reduction optimization efforts. In fact, while projected cost savings are often used to sell these applications and services, very few actually achieve their true potential and few actually promise, either contractually or via SLAs, that any such savings will actually be achieved. This situation makes it imperative that companies, who are either contemplating buying such services/applications or looking to improve what they have, truly understand what distinguishes an effective cost control tool from one that merely provides accounting and reporting support. This session addresses how to assess the limitations and short comings of existing TEM implementation candidates and for process improvement. This session will address the following topics:

    • TEM vs. cost reduction optimization
    • How to distinguish between accounting and optimization focused applications
    • The pitfalls of vendor provided data
    • How to get the right analytics to make effective cost optimization decisions
    • How to get the most benefit from existing TEM implementations
    • Assessing candidate TEM products and services relative to meeting cost management objectives


Conference Agenda and Schedule

Wednesday-Friday Sessions

Wednesday, July 15

6:45-7:45 a.m.

Conference Registration

Conference Registration and Full Breakfast Buffet sponsored by

Nicus Software, a leader in IT Financial Management Solutions

7:45-8:00 a.m.

ITFMA Conference Speaker Award Ceremony and Welcome Opening Session

Terence Quinlan, ITFMA Director & Founder

Recipients of the Annual ITFMA Outstanding Presentation and Outstanding Handout Awards will be announced. This session also is for first time attendees to learn more about getting the most out of your attendance at this conference and to answer any of your questions. Among the things discussed are: conference format and events, handout material content, conference Guidebook App, missing speaker handouts, continuing education credit, ITFMA certificate program, exhibitor cash prize drawing, ITFMA conference pass drawing, and future conference participation.

8:00-8:45 a.m.

Managing an IT Financial Management Organization

Fabian Aragon, Manager, CIO & IT Business Operations

Sandia National Laboratories

You will gain some ideas and new perspectives on how to effectively manage an IT Financial Management organization. Topics will include talent management, operational assurance, building effective relationships, and managing IT customer needs within the constraints of applicable rules and regulations.

Zero Base Budgeting and How It Contributes to Improving the Value of IT

Patrick Savard, Principal

Savard Solutions, LLC

Traditional budgeting methodologies assume baseline resources (people, technology and facilities) are a given going into the next year. The focus of the budget exercise is to reflect inflation to baseline costs and add new business growth. When the budget is analyzed, most of the baseline costs are considered fixed and non-discretionary and business growth as discretionary. Budget reductions therefore are taken from business growth, which is arguably the most critical contributor to future success of the business as compared to baseline activities. The fallacy of this approach is to consider baseline costs as non-discretionary. The solution is taking a deeper assessment of baseline activities and determining their value contribution to the business. This discussion will cover an effective assessment approach, Zero Base Budgeting, which starts from a “zero base”, and expenses and resources are analyzed for its value.

IT Product Management – Foundation for IT Financial Management

Sridhar Kadaba, Service Line Lead, IT Financial Management &

Profitability Measurement

Tanya Kaul, Service Line Leader, IT Strategy and Performance

Ernst & Young

With IT expenses over 25-30% of total operating expenses, organizations have been laser focused in understanding ways to optimize these expenses and enhance transparency to these costs. With managed third party services becoming more and more ubiquitous, IT continues to enhance its management framework through improved product and service management to facilitate operating IT as a business within a business. Defining products and services offered in a language that the business partners can understand and relate to is critical to operating IT as a business within a business. Integrating this with financial and cost indicators of performance is crucial to drive efficiency and effectiveness within IT. In this presentation, we will discuss the role of product management and the operating framework for effective product management across the IT organization. We will discuss our experience working with a variety of clients on this evolving role and its criticality to effective financial management.

9:00-9:45 a.m.

Competitive Benchmarking: Using Benchmarking as a Cost Reduction Approach

Robert Ryan, Defense Logistics Delivery Lead/Public Sector

IBM Global Business Services

Benchmarking is a tool that when applied correctly, you can identify opportunities for cost take out in capital and operating expenditures. In this session we will discuss an overall approach to competitive benchmarking, focused on three key methods to obtain actionable benchmark data. We will then discuss how to apply competitive benchmark data in the real world to obtain cost reductions across IT and business operations. Benchmarking requires a clear understanding of how to execute competitive benchmarking to obtain a Return on Investment (ROI) that will justify the use of this tool. This session is targeted to real-world practitioners who need to obtain cost reductions and have a number of tools available. Competitive benchmarking can provide the ROI to make the use of these tools a preferred cost reduction approach for IT and business professionals.

IT Staffing Cost Management

Jeffrey Lockenvitz, I.S. Controller

United Parcel Service

Staffing consumes the largest portion of most IT budgets and, at the same time, it can be the most difficult to establish meaningful metrics for. In this session, we will review a functioning IT staffing cost management model and a dashboard of metrics designed to optimize IT staffing cost effectiveness.

To SaaS or not to SaaS your Service – That is the Question!

Robert Stroud, International President ISACA & VP Strategy & Innovation

CA Technologies

The future of Business Technology and ITSM Technology change continues to accelerate, bringing with it new capabilities arising from areas such as big data, cloud, consumerization, mobile, and social. Simultaneously, the pace of change for businesses is also accelerating, driven by demanding consumers, new competition, globalization, economic factors, and not to mention changing regulations. The combination of these forces are leading business areas to relentlessly pursue faster time to market, looking to take advantage of new market opportunities, and greater autonomy to select, design, and implement their own solutions satisfying their own needs. The new business is demanding faster decisions, minimizing coordination overhead without losing benefits, and greater flexibility to change direction and pursue opportunities as their organizational strategy changes. This session will explore the intersection of the forces of change, their impact on your role and why Software as a Service could be the way forward for all software in the future!

10:00-10:45 a.m.

Strategy: How to Get the Most Bang for Your ITFM Buck (and Effort)

N. Dean Meyer, Author, Internal Market Economics

NDMA, Inc.

There are so many things you'd like to do to evolve your ITFM processes and systems.... But you only have so much time and money. Where will you get the best returns on your investments and efforts? Answering that question is the key to defining a successful ITFM strategy – one that gets you traction quickly and builds support for continued investments in ITFM. This session explores three decisions you need to make to optimize your ITFM strategy.

  • Decision 1: Where's your "bang"? Decision 2: Make versus buy? Decision 3: Baby step or go for the gold?
  • Bang: the benefits you can deliver to IT
  • Buck: the processes and systems you might invest in, and their relative costs
  • Linkage: which processes/systems deliver which benefits
  • Interdependencies: which processes/systems must come before others

Information Technology and Finance = A Cloud of Disaster?

Michael Chadwell, Alliance Manager

Cloud Cruiser

Financial principals have been around for centuries yet the title of CIO has only been around for about the last 25 years. With the adoption of cloud technologies, IT and finance are forced to collaborate now more than ever. We will examine the history of these two disciplines and discuss how the insurgence and rise of cloud technology has acted as a catalyst between them. IT and Finance are now married together and looking for answers on how to manage, forecast, and rationalize technology spend. Capital and operating expense are trading places in terms of significance in the budgets. The internet of things and mobility computing means shadow IT is the norm and controls used in the past may not work! The skill sets and tools that have served IT Finance for decades suddenly are not as effective as they were historically. It’s time to acknowledge that budget and expense monitoring processes will need serious updates in this new world. We will have to listen to our data now more than ever.

Introduction to Capital Budgeting Techniques

Charlie Johnson, President and CEO

CNJohnson & Associates, Inc.

This session provides a basic introduction to the tools and techniques used in cost benefit analysis for investment funding proposals. We will discuss cost benefit analysis, payback period, simple rate of return, internal rate of return, net present value, NPV profile (graphical analysis), Total Cost Approach, Incremental Cost Approach, and post-audit of investment projects.

11:00-11:45 a.m.

CIO Agenda and Outlook for 2015 and Beyond

Joseph Pucciarelli, Group Vice-President and IT Executive Advisor

IDC IT Executive Programs

In the face of the disruption caused by 3rd Platform technologies (cloud services, big data/analytics, mobility and social business), CIOs and other IT executives are rethinking and adapting their roles. This presentation 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. It will provide valuable insights and essential guidance to you by providing a discussion of the technologies, the changes in governance and the new processes that will be shaping the business agenda. It will enable you to plan for business and technology requirements, solutions, and capabilities as your organization and management evolve through 2015 and beyond.

Utility Economics & IT Financial Management

Ryan Kraudel, Director


Traditional ITFM is focused on tracking and accounting for what happened yesterday. In the future, ITFM will be focused on forecasting, planning, and optimizing for tomorrow. Effective cost management and optimized planning with today’s on-demand delivery models requires different tools, improved agility, and the ability to quantify and leverage your market power. This session will provide a detailed look at IT utility metering in ITFM processes, the future of infrastructure marketplaces and how this will impact how your organization quantifies and acquires infrastructure services. In this session we will set the stage for an open and transparent marketplace that will bring together the power of standardized IT metering and a spot exchange backed by the most sophisticated commodity exchange on earth. The Chicago Mercantile Exchange’s recently announced plans to develop and market an Infrastructure as a Service spot exchange based upon an industry standard unit of measure, for which infrastructure buyers and suppliers will now settle contracts and measure usage.

IT Chargeback: A Critical Weapon in the Blame Game

Jason Byrd, Strategic Advisory Services Partner


IT organizations continue to implement various IT Financial Management systems and tools. Oftentimes the cornerstone is the promise that IT chargeback will provide financial transparency by "matching supply and demand" with customer-controlled levers. However, it too often only serves as the institutionalized weapon for all sides to point their fingers and challenge the value of IT. IT Chargeback can be a successful tool, but only after building upon key predecessor activities in a company's Technology Business Management journey. In this session we will take a look across the marketplace and see how companies are tackling IT chargeback, their aspirations, and things that can impede their success.

12:00-12:50 p.m.

Buffet Lunch: Seating by Area of Responsibility and Interest

1:00-1:45 p.m.

AS a Business or IN a Business?

Nan Braun, CEO

Thavron Solutions

There is a lot of talk, writing and discussion about running IT as a business, but how far should you take that analogy? We will present a Service Framework that leverages years of experience and a wide variety of customer case studies to look at a common sense approach to IT Services and the Service Portfolio. This talk will provide a framework and an actionable path forward to IT services that provide business capabilities that have an impact on the corporate bottom line.

IT Finance & Technology Primer: Part 1

Robert Mischianti, Vice President

Nicus Software, Inc.

What makes IT Finance different from any other finance job? What are the different components of IT spend and how are they accounted for? This two-part session 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 it’s operation, and review common accounting practices used by IT Finance professionals. Topics will include:

  • Anatomy of a Data Center
  • Labor (Internal & Application Development)
  • Hardware Depreciation
  • Software Amortization
  • Capitalization of Internally Developed Software (SOP 98-1)
  • Labor Rate Development
  • Budgeting & Forecasting
  • Service Costing
  • Cost Allocations & Chargebacks

Reducing Telecommunication and Mobility Spend by $1 Million in 12 Months

Ricky Zomparelli, Senior Manager, ITFM

Deloitte Canada & Americas

The Canadian Telecommunications and Mobility industry is recognized by many analysts as being the most expensive globally. Recent government legislation in the Mobility space has protected the consumer, but corporate clients are exempt from this legislation and still subject to very high mobile costs. In the telecommunications space, incorrect rate application for services such as Long Distance, payment for services that are never used or simply terminating services that are no longer required are rampant and have become a source of “free money” for the telecommunications providers. Deloitte Canada last fiscal mobility and telecommunications spend was close to $7 million. Concerted efforts in this space has led to savings of $1 million in as little as 12 month. In this session, a review of the tactics used with the providers, and technology changes made on the drive to $1 million in savings that can be applied to any company will be discussed.

2:00-2:45 p.m.

Digital Transformation is Reshaping Your Enterprise – Be Part of the Solution

Joseph Pucciarelli, Group Vice-President and IT Executive Advisor

IDC IT Executive Programs

Organizations in all industries and all geographies are undergoing a significant transformation in their business models. They are creating new business models, products, and services that blend the digital and physical seamlessly in order to create customer experiences, improve operational efficiencies and organizational performance. Making this digital transformation requires transformation on multiple fronts – from leadership to the management of information and labor, to new operating models and customer experiences. Ultimately, the enterprise's IT organization will be intimately involved in your Digital Transformation, so, by default, as the lead IT financial manager, you will be an important player in these critical changes. IDC's Joe Pucciarelli presents their latest benchmark research on how Digital Transformation is shaping business outcomes and the role IT financial managers can play to help shape their enterprise's successful outcomes.

IT Finance & Technology Primer: Part 2

Robert Mischianti, Vice President

Nicus Software, Inc.

Continued from previous session.

Secrets to Conducting a Successful RFP Project

Gary Eckert, President

Telytics, Inc.

Most companies have gone through a Request for Proposal (RFP) process in the procurement of their IT/Telecom services, but few conduct this process in a manner that yields optimum results. In most cases, the achieved result is either just the best offer received or one where the process achieves a pre-determined minimum goal. The failure to achieve “best in class” results stems from many factors and this presentation will address how time, knowledge, and process all work together to determine the success of the RFP project. This presentation is intended to help provide a better perspective into the challenges and solutions for improving the RFP process as it relates to the IT/Telecom area. The topics to be covered include:

  • Why most RFP projects fail to achieve maximum results
  • The critical components of an effective RFP process
  • Negotiation leverage killers and enhancers
  • Process pitfalls to avoid
  • Using the RFP document to drive the process
  • A best practice approach to ensure maximum results

3:00-3:45 p.m.

Navigating the Financial Landmines of BYOD

Josh Bouk, Vice President

Cass Information Systems

BYOD – or Bring Your Own Device – continues to be a hot topic in CIO circles. Chances are, if your company doesn't already have a BYOD program, someone in the executive suite is thinking about it right now. Hear about the intricacies of BYOD and how to optimize programs and policies to promote your adoption and satisfaction of a program while reducing corporate mobility expenses and avoiding expensive surprises. If your company is talking about BYOD – or is struggling with a BYOD program that is failing to meet expectations – come to this session to hear how to make BYOD work!

Technology Business Management in ITFM

Alexander Mueller-Herbst, Partner


The Future of IT will be discussed in terms of how cloud computing, robotics, automation, the rise of Global Business Services and other emerging technologies are fundamentally changing the role of IT. To be successful in this new world, CIOs must fully understand the costs of the Business Services they provide, become much more agile in the delivery of those services, and enable business partners to more easily consume services. ITFM provides the means to have true cost transparency and provide IT leaders with data to drive faster decisions. This session will cover:

  • Significant change is in CIO’s agenda, following the need to adopt to disruptive technologies and associated chances
  • IT mostly not run as a business, costs are not managed on services and solutions, mostly on classical drivers such as assets, FTE, licenses
  • Executives, therefore, have significant problems distinguishing between value adding dollars and keep-the-lights-on dollars
  • Capped budgets together with non-transparency is a major inhibitor to fund change
  • End-to-end transparency and unilateral connection of cost and performance drivers allows identification and de-freezing of relevant budgets
  • Technology Business Management provides the framework to get change-prepared and to measure cost-efficiency through transformation
  • Efficiency gains of 5-20% and effectiveness gains of 15-40% are only realizable if supported by modern ITFM, i.e. TBM practice
  • Automation of TBM is crucial for large change programs or managing complex IT environments within ITFM

The Application Total Cost of Ownership Journey

Pete Hidalgo, Senior Manager and

Shashank Aggarwal, IT Advisory Manager

Ernst & Young, LLP

This session discusses how an IT organization can achieve financial transparency by implementing an application TCO approach. We will focus on how you can implement an application TCO process and provide you with key insights to successfully make this journey. Topics will include:

  • Understanding what application TCO is and its benefits
  • Data requirements
  • The application TCO model
  • How to integrate the application TCO model into a chargeback model

You will gain a practical approach for determining application TCO, which will lead to more effective decision making and more effective use of IT financial resources. This presentation is based on actual client results and insights realized over the recent past working with global Fortune 100 companies.

4:00-4:45 p.m.

Nicus M-PWR IT Financial Management Solution Overview (Software Demonstration)

Robert Mischianti, Vice President

Nicus Software, Inc.

icus M-PWR is an integrated set of solutions for IT Financial Management. Our solutions and capabilities include:

  • IT Finance Automation
  • IT Cost Transparency
  • IT Chargeback, Showback, and Cost Allocation
  • Bill of IT
  • Budgeting & Forecasting
  • IT Spend Management
  • Service Costing & TCO Reporting
  • Benchmarking
  • IT Supply Chain Management (SCM)

Thursday, July 16

7:00-8:00 a.m.

Full Breakfast Buffet sponsored by

ComSci by Upland, a leader in automated IT Financial Management Solutions

Networking breakfast tables for you to meet those with common IT Finance interests.

8:00-8:45 a.m.

Business Architecture and ITFM Practices for IT and Business Alignment

Suzon Crowell, Advisor and

Florence Lowe, Advisor

connectIT Consulting

Aligning IT with the business is a key objective for CIO’s right now, but to demonstrate that alignment, there must be fundamental practices in place that outline what IT delivers, at what cost, and how that aligns with the business. In this session we will discuss how business and IT alignment starts from setting in place the basics of Business Architecture (BA) and ITFM practices. BA identifies the relationships of business capabilities, business processes, people and data, all of which include IT, into delivering business goods and services. With this relationship map, ITFM further supports alignment by then identifying the costs and value from delivery of those capabilities or “services” that provide valuable financial information to the business so that better and quicker investment decision making can be accomplished.

Business Analytics – Using Financial Data to Drive Business-related KPIs

Richard Hawes, Senior Manager

Hewlett Packard Software

Technology transformations such as Big Data and the cloud are changing the role of IT and IT professionals. IT groups are becoming brokers of internal and external services but at the same time have the opportunity to be seen as catalysts for innovation and improvement in the organization. By applying analytics to the huge volume of available data, including data produced by IT finance functions, IT can improve decision-making and show greater alignment with business goals for budgeting purposes. Join this discussion on how IT performance, along with cost information from ITFM tools, comes together to drive Key Performance Indicators and a higher level of understanding IT value.

Key Pitfalls to Avoid in Best Practice Approach to IT/Telecom Cost Management

Gary Eckert, President

Telytics, Inc.

Every company has some type of IT/Telecom cost management program in place, but many are not fully realizing all the potential optimization and cost savings benefits of a best practices approach. This presentation will address the most common mistakes that undermine the success of IT/Telecom cost management endeavors and suggestions for improvement. Topics to be covered include:

  • Lack of a good cost management strategic plan
  • Budget and project prioritization mistakes
  • Failure to do the necessary upfront homework to be most successful
  • Less than optimum procurement practices
  • Why most fail to get the maximum benefit from utilized management tools
  • Not having the right resources to put together a best practices approach

9:00-9:45 a.m.

Top Five Ways to Cut IT Spend and Achieve an ROI Success

Brian Stedman, Director of Product Management for ComSci

Upland Software

This session is a “must attend” for IT executives (CIO/CFO/Infrastructure Directors) who are looking for the top five takeaways from this year’s ITFMA conference that can be used right away. Running IT Like a Business is a commonly expected practice of every C-level executive – CEO, CFO, and CIO. Yet, delivering ROI, creating meaningful budgets, producing understandable IT products and services or to simply send out an invoice to one’s customers internally, is not as easy as it seems. Once you’ve decided which cost categories are to be borne by a client, you then have to put in place a mechanism for transferring these costs along with a good explanation from IT to the business. Cost allocation or internal billing based on actual consumption of human and technical resources are fairer, more objective, and despite popular myth, not as expensive to implement than the benefit derived from it.

Any ROI or cost benefit analysis requires well documented use cases that are not summarized in a single report but rather are a series of steps/reports to capture value. It should be a process that is prescriptive and not left as an afterthought. This session explores five common use cases that justify the IT Financial Management Implementation. Here are four of them:

  • IT Portfolio Optimization and Cloud – show me the value
  • IT Financial Management for Application and Support Rationalization – show me the money
  • Data Center Consolidation and Transformation – show me the waste & the big bucks
  • Servers, Storage, and Desktops Delivers Tangible Savings - show me the hidden cost savings

Come to this session to learn the fifth one. You will be satisfied to learn how to break down each of these use cases into pieces so you can take away strategies to put them in motion.

Prioritizing your Project Portfolio Using the Value, Cost, and Risk Framework

Pete Hidalgo, Senior Manager and

Shashank Aggarwal, IT Advisory Manager

Ernst & Young, LLP

This session discusses how an IT organization should evaluate and prioritize its proposed IT projects using a quantitative approach that is based on the value, cost, and risk (VCR) mitigation of each project. Topics will include:

  • Understanding the VCR framework
  • How to determine a project’s value
  • How to determine a project’s risk mitigation capability
  • How to tailor the VCR framework for your company

You will gain a new approach for evaluating your projects that will lead to more effective decision making and more effective use of IT financial resources. This presentation is based on actual client results and insights realized over the recent past working with global Fortune 100 companies.

Benchmarking in ITFM

Alexander Mueller-Herbst, Partner


Fact-based management is the dogma in managing IT as a business. As modern benchmarking covers all relevant driver, such as productivity, agility, quality, production and purchase efficiencies, all KPIs based on costs still remain the prevailing measurements, making it an integrated task of ITFM. With dramatic changes in IT, the stretch between classic and disruptive business in a more sourcing fragmented environment is heavily effecting benchmarking, factually extending into a broader IT Analytics endeavor. It is paramount that IT executives fully understand the opportunities given within IT Analytics as part of an overall IT continuous improvement journey. This session will demonstrate the background of benchmarking, its trends and applicability to modern IT and ITFM, and how it should be institutionalized in ITFM. This session will cover:

  • The principles of benchmarking: to learn from the best and to adopt leading practices, with whom to be compared?
  • What you can measure and what you cannot. What models underlie a benchmark and what can be covered through a benchmark (operations, applications, business).
  • How Value of IT can be measured and benchmarked
  • How benchmarking evolved over time and what the new challenges are to cover disruptive technologies and the changed agenda of IT executives
  • How to interpret the results from a benchmark and how it influences and improves decision making all through the IT supply and demand chain
  • How a company can get prepared for benchmarking; what role ITFM plays in it, the governance and organizational requirements for benchmarking
  • The automation and institutionalization of benchmarking and embedding into KPI dashboards and balanced scorecards and outlook

10:00-10:45 a.m.

Finding Mr/Ms Wonderful for Your Staffing Needs

Michael Serber, Consultant

Thavron Solutions

Enterprises are growing organizations with titles like “Service Costing Organization”, “The Office of IT Analytics”, or “TBMO”. This is no longer a purely financial activity and to get full value out of this human capital investment, there are critical skills you should be looking for. Join us for a review of some common organizational structures and what skills and abilities to look for as you staff these newest organizations.

Best Practices: Highly Effective Prioritization and Demand-management Processes

N. Dean Meyer, Author, Internal Market Economics

NDMA, Inc.

One of the most visible and strategic things ITFM can do is establish a process by which IT priorities are set, demand is managed, and work is taken in. This process, if well designed, brings expectations in line with resources, discredits the unrealistic "do more with less" demand, and aligns IT with business strategies. This session will give you a clear map of how demand-management should work, based on the leading-edge concept of market economics applied inside organizations. You'll leave with a practical understanding of what you need to do to design or evolve your demand-management and project-intake process.

  • What you want out of your prioritization process
  • The trouble with simple prioritization
  • The concept of investment portfolio management
  • How to treat the IT budget as an investment portfolio
  • Who should make these decisions
  • What decision-makers need to know to succeed
  • The practical first step happens before the year begins

Service Catalog – How Do I Start/Restart?

Mary Lou Alter, Director, IT Transformation

EMC Professional Services

Service Catalogs are foundational to delivering IT as a service and cloud computing. To get the catalog right, organizations must understand their customers, how services are consumed, service hierarchies, and how/if services can be measured. Many IT organizations struggle in transforming their catalogs from a granular, component-level one to a consumption-based model. Or they struggle with creating a catalog where none has previously existed. This presentation will illustrate a straightforward approach to identifying services, building a service taxonomy, and creating service definitions. Implementation strategies and practical examples of productional catalogs will be shared.

11:00-11:45 a.m.

Technology & the Board of Directors – Guidance on the Boardroom Presentation

Joseph Pucciarelli, Group Vice-President and IT Executive Advisor

IDC IT Executive Programs

The role of IT has become increasingly important in almost all businesses, regardless of industry or the size of the business. Yet, a recent survey of 1,597 directors found that more than half of the respondents said that their boards had only one IT-related discussion a year or none at all. Almost half also indicated that this level of attention was insufficient. In this session, IDC's Joe Pucciarelli will share critical lessons for IT financial managers when interacting with the board – insights with the potential to improve personal and professional effectiveness.

IT Value Showback through Economic Benefits Analysis

Mark Larsen, IT Financial Analyst and

Paul Gvoth, Senior Cost Analyst

Cask, LLC

Economic Benefits Analysis is becoming increasingly important due to stakeholder demands for better IT portfolio management. IT managers are expected to justify their budgets and expenditures to internal Investment Review Boards, stakeholders, and C-level executives by demonstrating an acceptable benefits-to-cost ratio and return on investment (ROI) number. Further, an analysis of project cost creep may not always account for the increased capability and other economic benefits that additional IT investment may bring. IT project cost decisions without consideration of expanded operational efficiencies and greater ROI could lead decision makers and stakeholders to have an overly negative opinion of a program's cost management. To address this risk, IT financial managers and analysts can apply a capabilities-based economic benefits analysis against project costs, starting at the conceptual stage and proceeding through post investment, in an effort to demonstrate a project's current worth in relative ROI terms. To achieve valid ROIs, economic benefits analysts must be able to match the methodological rigor and detail that the cost analysis community has cultivated through training and certification. This presentation will review current methodologies, guidelines and practical experiences for producing better IT economic benefits analyses, and introduce the concept of capabilities-based benefits analysis. You can expect to gain ideas as to the steps in organizing and completing a defensible IT economic benefits analysis and a valid ROI. Five objectives for this presentation are:

  • Show Ways to unearth the value of IT investments
  • Relate the importance of IT economic benefits analysis in contrast to cost analysis
  • Provide “how-to” ideas for beginning the analysis
  • Show practical examples
  • Discuss post investment analysis metrics

Rationalizing and Socializing Allocation Changes

Nan Braun, CEO

Thavron Solutions

No matter what your experience with IT Services, IT costs have been getting allocated back to the business in some manner. When you first make the move to a consumption based model, it can be a radical change for the entire organization. If you are already consumption based, but are refining/maturing or just making a change to the current consumption basis, it is not always an easy sell. We will talk about do’s and don’ts, share real experiences from the field and help you avoid potential pitfalls before you launch your project.

12:00-12:50 p.m.

Lunch Buffet: Seating by Industry

1:00-1:45 p.m.

Steps to Improve Your Organization’s IT Financial Management Maturity

Khalid Hakim, Operations Architect


The ever-evolving priorities and dynamic nature of both business and changing customer needs can strain IT resources. Do your current IT financial management and operating models provide financial transparency and support both efficient resource allocation and effective decision making? This session will walk you through the key steps you need to take to improve your IT financial management maturity and meet your business-driven objectives.

Justifying Your IT/Telecom Expense Management Program

Aleta Miller, Director


This session describes how to:

  • Create a brief "Elevator Pitch" that describes and promotes your TEM program
  • Articulate the value and benefits your program brings to the company
  • Justify having internal resources to run your TEM program
  • Tailor your TEM story to your audience

Asset Efficiency through IT Chargeback

Linda Cole, Sales Director

Open iT, Inc.

Aligning IT with business strategy boils down to how business unit managers make decisions about financing resource distribution, cost revitalization and overall IT expenditure. For instance, some companies have explicit spending restrictions while many do not. How companies distribute IT resources varies widely. And while many companies employ some form of cost allocation, others don't bother at all. Chargeback is a form of cost recovery based on the actual resources the business units use. It can create awareness about fairness and rationality and, at the same time, has an impact on performance assessments of individual managers. As an effective governance mechanism, chargeback exposes the resource requirements of running individual businesses, and leads to better decisions and improved performance of an organization. A better understanding of the IT cost drivers to business units empowers business managers to establish mutual responsibility for IT costs and benefits. In this session, the speaker will share her experiences in providing an accurate and fair chargeback model, and in optimizing company IT resource usage. Special attention will be given to appropriate chargeback models on software licenses (applications).

2:00-2:45 p.m.

From Order to Invoice – a Case Study in Service Management Integration and Billing

Penny Collen, Financial Solutions Architect

Cloud Cruiser

Follow the project path followed by a major IT organization going through transformation to service management. The organization implemented several tools from different vendors, integrating service catalog, ordering, automated approvals, asset management, license management, lease management, and chargeback into a continuous flow. We will talk about successes, pitfalls, near misses and benefits realized. If you ever wondered what it felt like to completely redesign your IT processes, this session will give you many insights.

The Role of IT Finance as a Business Partner

Anthony Pantaleo, IT Strategist

Nicus Software

The term "Shadow IT" can be associated with inefficiencies. Can the same be said for "Shadow IT Finance"? Why are some IT operational teams asked to conduct rate analysis, ROI's for new investments or other types of financial analysis? The ability to properly align cost and business drivers to support strategic and operational decision-making elevates IT Finance from providing transactional cost analysis to IT economic analysis. In this session we will discuss how IT Finance can be a superior business partner for IT and customers of IT.

Why Telecom Expense Management Programs Fail

Josh Bouk, Vice President

Cass Information Systems

It seems like every enterprise is on their second or third telecom expense management (TEM) vendor. And TEM, as a cottage industry, has struggled for years with poor customer satisfaction. If this sounds familiar to you, or if you don't have a TEM vendor today, but want to avoid this situation in the future, come to this session to hear about the top reasons why TEM programs fail to meet expectations and what you can do to avoid these problems in the future.

3:00-3:45 p.m.

Exploring Accounting Approaches in Support of Internal-use Software

Michael Kiely, Sr. Director IT Finance

Marriott Vacations Worldwide Corporation

This session will present the findings from four cases involving IT Finance Managers who perform the accounting for Internal-use software at their respective companies. This was an anonymous study and involved four unnamed publicly traded companies. The study outlines the overall approach used by these Finance Managers and the resulting recommended best practices that came out of the study. The last part of the presentation will be a question and answer session as well as discussion of respective best practices from the session attendees.

Core Competency for a Successful IT Finance Controller

Cathleen Nilson, IT Finance Controller


Do you know many successful corporate finance managers struggle to survive when they move into an IT Finance Controller role? Why? Because IT Finance Controllers started out in IT and not in areas involving traditional corporate accounting, income statements and balance sheets. This presentation will outline core competencies that differentiate a highly effective IT Finance Controller from a mediocre one. This presentation will also highlight skill sets and experiences that enable an IT Finance Controller to transform from good to great!

Strengthen Your Value Proposition in Using Lean and CSI Register to Drive and Sustain Continual Improvements

David Smith, President

Micromation, Inc.

Improve the "Business of IT" by driving sustainable service improvements using continuous improvement and a CSI Register to implement successful corrective action plans and activities. According to ITIL “the primary purpose of CSI (Continual Service Improvement) is to continually align and realign IT services to the changing business needs by identifying and implementing improvements to IT services that support business processes.” However, with so many competing priorities it’s tough to prioritize where to start; what waste can be removed; limited resources need minimal effort with maximum yield; change barriers must be identified and overcome; and desired outcomes or benefits must be realized. Hear some best practice techniques for continuous service improvement and see examples of a CSI Register to drive sustainable service improvements.

4:00-4:45 a.m.

ComSci’s Software as a Service & Business Process as a Service Offering with a

   Question & Answer Session with a Prominent Customer (Software Demonstration)

Brian Stedman, Director of Product Management

ComSci by Upland

It’s time to experience a fully collaborative planning, budgeting, billing and reporting process without the additional resources and costs. This session will share 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 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, and how best to frame it from start to finish
  • Service Catalog – What should it look like? How much information? Who updates it and when?
  • Showback Reporting or Chargeback Billing – Which one and when to use one over the other
  • Analytics with Predictive and 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 a Service solution. You will gain insight into how you can achieve your 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; and on-going advisory services. This presentation focuses on the practical use of the solution and tips for success.

Friday, July 17

7:00-8:00 a.m.

Full Breakfast Buffet

8:00-8:45 a.m.

Running IT Like a Business

Laurence Dudson, Executive

Ernst & Young

This session discusses how IT financial management helps IT become the vendor of choice for their business customers by being quick to market, elastic, global and efficient.

IT Budgets – The Picasso of the PPBE Process: Part 1

Bryce Thorpe, Senior Program Planning & Budgeting Analyst

Cask, LLC

IT Budgets can often resemble the paintings of Pablo Picasso…ugly, disfigured, and often hard to understand. Yet, with the right eye, and the right approach, we can still find the hidden value in properly planning, programming, budgeting and execution (PPBE) for IT needs. Key to success is becoming a connoisseur of the dynamics impacting IT budgets. This three-part session will cover:

  • Resource environment
    • What is the current funding environment
    • IT role in strategy, priorities, short term goals
    • Have you clearly differentiated investment from maintenance/support
    • Can you use, and are you postured 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
    • Articulating the operational impact of IT
  • 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

The Service Catalog as Your ITFM Transaction Engine

Cesar Fernandez, Director, Product Solutions, Inc.

Discover how leveraging a service catalog drives real time IT Financial Management. With a service catalog as the transaction engine, your ordering system becomes your billing system and assists with pricing and cost management. Delays and errors in cost reporting are eliminated, as well as the need for reconciliation between systems. Attend this session to see how a service catalog improves IT's ability to run like a business, providing transparency to underlying costs – as well as creating a platform for service requests with a great user experience.

9:00-9:45 a.m.

Beyond TCO – The Next Frontier: IT Value Management

Christopher Dedera, Manager


IT is no longer just a cost center or corporate overhead, it has become a critical component of the business revenue stream. While Total Cost of Ownership is focused on the cost of providing IT services, it does not incorporate the revenue or value generated by those services. The CIO needs to know which IT services are supporting the revenue generating business services and those that support the business infrastructure/regulatory services. Revenue supporting IT services should be targeted for investment while non-revenue IT Services are streamlined. This session will propose a model for incorporating revenue and value into the metrics used to measure the success of IT. The discussion will be focused on how the conversation around IT should be moved from cost containment to growth and expansion.

IT Budgets – The Picasso of the PPBE Process: Part 2

Bryce Thorpe, Senior Program Planning & Budgeting Analyst

Cask, LLC

Continued from previous session.

Driving to Improve Cost Management for Leased Hardware Assets

Robin Pisarek, Manager, Business Office

Joy Global

This session discusses our experiences with the following:

  • Why the need for an ITAM tool – what problems need to be solved
  • Lifecycle management – care and feeding an ITAM tool
  • Monitoring financial, contractual, and billed inventory
  • What improvements have been made after a year – financial successes and strategic decisions based on facts

10:00-10:45 a.m.

Improving IT Alignment with Business through a Cohesive Value Model

Anurag Bahal, Director


A typical CIO has a desire to enhance the organization’s IT capabilities and create a holistic IT performance view that ties IT services value with performance, risk, cost and quality. The challenge comes in integrating the various pieces together and there are disparate fragments to the puzzle. Building a holistic reference model that unifies key organizational disciplines of enterprise architecture, IT service management and IT financial management enables the CIO vision. In this session, you will learn some practical examples for improving alignment of IT to business objectives and elevating the IT organization’s performance visibility by discussing:

  • Typical IT performance improvement challenges
  • Integration Reference Model to improve performance transparency
  • Driving a service based operating model
  • Building a consistent IT resource and service taxonomy
  • Using accountability in IT services
  • Linking business services to IT resources and capabilities
  • Integrated performance dashboard
  • Automation solutions and architecture
  • Organization readiness and change
  • Key learnings and takeaways

IT Budgets – The Picasso of the PPBE Process: Part 3

Bryce Thorpe, Senior Program Planning & Budgeting Analyst

Cask, LLC

Continued from previous session.

Benchmarking the Hidden Cost of Unused Software

Buffi Neal, IT Financial Analyst

1E, Inc.

New research shows that businesses with 500+ employees receive license audit requests from software vendors on average four times per year, up from three times in 2012. For 10% of US companies, this number rises to between 11 and 15 audits per year. To see how businesses are managing their software estates, audit requests and the software license process, we conducted research among 100 UK and 200 US organizations with 500+ employees. This session presents the findings, provides insights into how organizations can take control and optimize their software asset management approach. From the software waste benchmark study, answers to the following questions about unused software will be shared with you:

  • What industries have the highest/lowest waste?
  • Does your software waste grow relative to the size of your company?
  • How can you benchmark your waste (without the purchase of tools) and focus efforts on high-yield reclamation?
  • How can benchmarking help you take an offensive approach to software true-ups, suite negotiations and audits?
  • What are the top problem-titles and where should you begin your investigation?

11:00-11:45 a.m.

Wrap Up Panel Session

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? This wrap up general session is 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 your colleague.


Note: During this session, there will be six (6) lucky winners at a drawing for free passes to the ITFMA 2016 Conference of your choice.


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