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Optional Full-Day and Half-Day Workshops Agenda

Monday, July 11

6:45-8:00 a.m.

Conference Registration and Full Breakfast Buffet

8:00-11:45 a.m.

Controlling Microsoft Costs: Part 1 (4 hours)

Paul DeGroot, Principal Consultant

Pica Communications

The purpose of this full-day workshop is to educate you so you make smart decisions when licensing Microsoft products so you get the most out of your Microsoft investment, without over- or under-licensing, at the lowest cost. Whether you are a current or future customer of Microsoft, this full-day workshop is packed with best practices, strategies and lessons learned for dealing with any software and hardware vendors. The workshop covers:

  • Microsoft Licensing Concepts (1.5 hours): What are you really buying from Microsoft? Essential concepts and features of Microsoft licensing and agreements.
  • Software Assurance (1.5 hours): What value are you getting from your Microsoft spending? Software Assurance is at least 90% of most enterprise customers' costs – and it's the best place to start reducing them.
  • Microsoft Volume Agreements (1.5 hours): How does Microsoft price its offerings, including the cloud, and what do its contracts cover? How Microsoft volume licensing works and how to choose the right agreement.
  • Purchasing and Negotiating Strategies (2.5 hours): How can you get better prices and terms, and make sure you're not overspending, on premises or in the cloud? How to define requirements and win control of a Microsoft deal.

The Art and Science of Effectively Managing Unexpected Supply/Demand Changes (3 hours)

Joseph Davila, Director, CIO Advisory and

Girish Patwardhan, Director


In today’s dynamic business environment, IT organizations have to be agile in responding to unexpected supply or demand shocks. In the first part of the workshop, we will cover 3-4 common use cases of supply and demand changes that affect the business as usual cost model and allocation strategies. In small groups, we will discuss various strategies used by organizations to respond equitably to the demand/supply changes and identify the pros and cons of each strategy. Short and long term repercussions of the various options will also be covered. We will collate the best practices from the workshop and overlay them with our experience with clients in the marketplace. Finally, we will cover the soft skill elements necessary to effectively communicate the model and allocation changes to impacted stakeholders.

Two-Day IT Finance Boot Camp: Part 1 (4 hours)

Robert Mischianti, Vice President and

Anthony Pantaleo, IT Strategist

Nicus Software

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

11:45-1:00 p.m.

Buffet Lunch

Networking lunch tables

   for you to meet those with common IT Finance interests.

1:00-3:45 p.m.

Controlling Microsoft Costs: Part 2 (3 hours)

Paul DeGroot, Principal Consultant

Pica Communications

Continued workshop from the morning sessions.

Coordinating Best Practices of IT Financial Management and Cost Optimization (3 hours)

Gary Eckert, President

Telytics, Inc.

  • Implementing Chargebacks in TEM - Pitfalls to Avoid (1 hour)
  • This presentation will address the considerations when developing and implementing cost allocation and chargeback strategies in a Telecom Expense Management (TEM) environment in order to avoid common pitfalls. Attendees will learn valuable insights into avoiding common reporting and compliance analysis issues when using a TEM tool to implement chargeback strategies. Topics that will be addressed in this presentation include:

    • Pros and cons of TEM tools from a cost allocation/chargeback perspective
    • Understanding the differences between invoiced and allocated costs
    • The potential impacts on cost reporting
    • The potential impacts on contract validation and rate compliance
    • Best practice approach to the TEM based chargeback implementation process
    • The role of an independent consultant in assisting with the process
  • Impact of Chargeback Implementation on Services Contract Negotiation (1 hour)
  • This presentation will address the potential impacts on carrier contract negotiations relative to different chargeback implementation scenarios. You will learn different strategies to consider depending on whether the cost allocation and chargeback implementation is based on a cost neutral or cost premium basis. Topics that will be addressed in this presentation include:

    • Relationship of different cost allocation/chargeback scenarios to negotiation process
    • The importance of understanding the chargeback implementation prior to the negotiation process
    • Different strategies for different chargeback scenarios
    • Using the chargeback model deployed as leverage during the negotiations
    • How cost allocation and chargeback influences the perceived benefits of the newly negotiated contract
  • Considerations When Evaluating/Selecting a TEM, WEM, or MDM Service Provider (1 hour)
  • This presentation will address the considerations decision makers need to address when selecting a Telecom Expense Management (TEM), Wireless Expense Management (WEM), or Mobile Device Management (MDM) service provider. You will learn valuable insights into the process of evaluating potential candidates and ensuring alignment of selected vendors with company cost management and business goals and objectives. Topics that will be addressed in this presentation include:

    • Understanding the different focus of TEM, WEM and MDM
    • Identifying best candidates to meet business needs
    • The assessment approach to finding the best solution for your needs
    • Things to look for and questions to ask when seeing product demos
    • Best practice approaches to the selection and implementation process
    • The role of an independent consultant in assisting with the process

Two-Day IT Finance Boot Camp: Part 2 (3 hours)

Robert Mischianti, Vice President and

Anthony Pantaleo, IT Strategist

Nicus Software

Continued workshop from the morning sessions.

Tuesday, July 12

6:45-8:00 a.m.

Conference Registration and Full Breakfast Buffet

8:00-11:45 a.m.

Getting a Grip on IT Budgeting (4 hours)

Penny Collen, Financial Solutions Architect, Thought Leader, Blogger, and Speaker

PL Collen and Associates

This workshop is a deep dive into proven practices for estimating, tracking, controlling, and managing your IT budget. Join your peers in an open discussion of proven budgeting practices. We will break out the finance activities into discrete functions and learn how to manage and control IT spend using techniques from basic to sophisticated. This will be a highly interactive workshop with opportunities for you to seek confirmation of your current approaches as well as new solutions for problem areas. Topics we will cover include:

  • Employee salaries, turnover rates, replacement cycles
  • Expense reporting and budget collections
  • Best practices for executive presentations
  • Contract management
  • Software capitalization and license management
  • Trending and forecasting
  • Time reporting and activity tracking
  • Service models, cost models, and rate models
  • Cost transparency vs. chargeback
  • Business analytics
  • Globalization, collaboration, and data collection

All of the Major Financial Disciplines of IT Financial Management: (4 hours)

Charles Johnson, President and CEO

CNJohnson & Associates, Inc.

This workshop covers the principles, practices, and procedures of financial planning, controlling, pricing, evaluating, and decision making for information technology. We will discuss all ten of the major financial disciplines that comprise IT financial management:

  • IT Financial Management Controllership
  • IT Financial Management Accounting
  • IT Asset Management
  • IT Chargeback and Activity Based Cost
  • IT Financial Planning, Budgeting & Reporting
  • IT Financial Management Best Practices
  • ITIL Financial Management
  • IT Performance Management and Benchmarking
  • Government IT Financial Management
  • Telecommunication Financial Management

These are the major disciplines identified by ITFMA that comprise “IT financial management.” You will have a better understanding of how they all fit together in order to design your own IT financial management environment. You will learn many “how to” aspects of these disciplines.

Two-Day IT Finance Boot Camp: Part 3 (4 hours)

Robert Mischianti, Vice President and

Anthony Pantaleo, IT Strategist

Nicus Software

Continued workshop from Monday sessions.

11:45-1:00 p.m.

Buffet Lunch

Networking lunch tables

   for you to meet those with common IT Finance interests.

1:00-3:45 p.m.

Architecture of ITFM Tools (3 hours)

Dean Meyer, author, Internal Market Economics

NDMA, Inc.

A simple truth: There's no single system that satisfies all the needs of IT Financial Management (ITFM). Nor will there ever be. I know, you wish it were otherwise. And it's tempting to believe vendors' claims that they can do everything. But the many distinct business and financial processes that make up ITFM require characteristically different (but integrated) systems. And we need to build feeds to and from other systems whose primary purpose isn't ITFM. This workshop gives you a map of all the different processes and tools in ITFM, and how they're connected – all on one page. It covers budgeting, rate-setting, chargebacks, governance and demand management, bill of IT, dashboards, asset management, expense management, total cost of ownership, and more. Drilling into this map, we'll examine the kinds of tools involved, and what to look for when choosing a vendor (or doing your own development). No doubt attendees' experiences will contribute to a lively discussion. Finally, we'll talk about your strategy. It doesn't make sense to implement systems that won't deliver their intended benefits without data feeds from prerequisite processes and systems. Start where you can do the most good, and where your investment will pay off quickly. This workshop will make you a smart buyer, and a smart implementer, of ITFM processes and tools by addressing the following:

  • Framework – All the financial management processes on one page, and how they fit together
  • Architecture – Systems needed within each process, and what to look for
  • Strategy – How the systems fit together, and what comes before what

Building Your Foundation for Cost Transparency (3 hours)

Penny Collen, Financial Solutions Architect, PL Collen & Associates and

Charles Johnson, President and CEO, CNJohnson & Associates, Inc.

IT organizations are redefining relationships among themselves and the business units they support. Service Management is not just the latest trend, it has become an integral part of the IT business strategy. As services are more clearly defined, it has become more obvious that IT and those who use IT services have a critical need to understand the costs of providing services. While IT budgets are still submitted using a corporate chart of accounts (wages, hardware, facilities, etc.) the most meaningful way IT can defend its spending patterns are through explanations of service growth. This workshop will show you how competitive IT departments are approaching Cost Allocations, Chargeback, and Showback, integrating these activities into the overall management structure and communications. From bundling services into offerings expressed in business terms to effectively embracing hybrid cloud technology, learn how to effectively create a solid foundation of cost identification and allocations.

Two-Day IT Finance Boot Camp: Part 4 (3 hours)

Robert Mischianti, Vice President and Anthony Pantaleo, IT Strategist

Nicus Software

Continued workshop from the morning sessions.

Conference Agenda

Wednesday Sessions

Wednesday, July 13

7:30-8:45 a.m.

Conference Registration

Conference Registration and Full Breakfast Buffet sponsored by

ComSci by Upland, a leader in IT Cost Transparency and Financial Management Solutions

9:00-9:45 a.m.

How to Deploy a Company Finance 101 Program

Nora Lewis, Operating Unit Lead – IT

The Boeing Company

One key hurdle to successful projects and operations is ensuring functional owners, project owners, and employees understand how their actions effect the organization. In this session we talk about how to approach and implement a Finance 101 program for your managers and employees so they understand how their actions can positively or adversely affect your organization’s financial position.

Service Catalogs and Cost Transparency

Savi Thethi, Practice Lead, IT Transformation

EMC Professional Services

In today’s extremely competitive business environment, achieving financial transparency requires IT organizations to understand the components which comprise their services, the costs of creating services and the price for fulfilling those services. Through enabling the definition and costing of services, IT Financial Management establishes the groundwork for benchmarking IT costs against the marketplace and provides cost transparency to consumers of IT Services. Creating a robust Service Catalog is a fundamental step in achieving financial transparency.

The ITFM Tool Journey

Peter Hidalgo, ITFM Services Leader and

Scott Rhule, Advisory Services Manager


We will discuss how to take advantage of the various ITFM tools that are available in the marketplace, how to successfully implement these tools, and how to maximize the return on this investment. This presentation will take the form of a journey where logical steps will be provided and explained in detail. The ITFM Tool Journey will focus on two typical yet different scenarios that commonly exist today regardless of the tool:
Scenario 1 - A tool has not yet been purchased, but is being considered
Scenario 2 - A tool has been purchased but all of the benefits have not yet been fully realized

Topics will include:

  • Defining stakeholders and their needs
  • Tool selection process
  • Assessing process maturity
  • Data requirements
  • Process design requirements
  • Roles and responsibilities
  • Ongoing support

10:00-10:45 a.m.

IT Financial Management at Sandia National Laboratories (Part 1)

Lydia Coleman, Business Management Professional and

Sasha Ko, Business Management Professional

Sandia National Laboratories

This session provides an overview of IT Financial Management at Sandia National Laboratories (SNL). It covers how our business staff are matrixed to IT departments, describes the funding sources (Indirect, Direct, and Service Center) and how we manage them. It discusses the challenges faced with indirect funding and quarterly funding deployments, as well as the role of our IT Advisory Board and their impact on funding decisions (CIO IT Advisory Service).

The Story of Poor Robert

Dean Meyer, author and father of "investment-based budgeting"

NDMA, Inc.

Poor Robert, the CIO who followed "best practices" to his dismay....He developed his budget in the usual way, but this time he invested real time and effort in validating his managers' cost forecasts. Nonetheless, he got slammed with the usual affronts: Cut your travel! Do more with less! You cost too much! Let's outsource IT! And his staff still faced unconstrained demands. The following year, Robert had a flash of insight. He contemplated the notion of running IT as a business within a business, and explored its implications for budgeting. With a fresh outlook, a new budget planning approach, and a bit of bravery, this story has a happy ending. Robert changed the budget dialog, built perception of the value of IT, and negotiated a budget based on the needs of the business and their strategic investment opportunities. And everybody came away with an understanding of what the IT budget did, and did not, pay for in the way of services. Come and learn about:

  • Robert's predicament
  • A better job of traditional budget turned out disastrous
  • Insight: IT as a business within a business
  • Investment-based budgeting
  • The results

Charging Back for Services in a Centralized County Government IT Department: A Hybrid Model  (--Schedule revision on June 11)

Mary Hall Ross, Chief Fiscal & Administrative Officer

County of Nevada, CA

Nevada County, California’s reputation for delivering leading edge IT services belies its status as a small rural county. In 11 of the last 13 years in which Government Technology magazine and the National Association of Counties have co-sponsored the Digital Counties Survey, Nevada County has finished in the top three nationwide among counties of up to 150,000 population. This kind of success is only possible when there is enterprise-wide buy-in of IT policies, programs, systems, and the costs that support them. Learn how Nevada County combines network connection fees, direct charges for services, a “condominium” approach to charging for server resources, a 2 CFR 225 cost allocation plan, and an IT-designated portion of general fund balance to ensure an equitable allocation of IT expenditures to County departments and external funding sources that maximizes cost recovery to the general fund.

11:00-11:45 a.m.

IT Financial Management at Sandia National Laboratories (Part 2)

Antoinette Doyle, Business Management Professional

Sandia National Laboratories

This session describes thriving in a Service Center World by providing an overview of the IT Service Center models at Sandia National Laboratories including what they are, why we have them, and how they operate.

How Mature is Mature? A look at ITFM and TBM Maturity

Christopher Dedera, Director


Whether your organization has just begun its TBM/ITFM journey or has been working at it for years, understanding your level of maturity can help maximize the benefits of TBM/ITFM. By establishing a baseline maturity level and comparing it to the level of maturity the customers of TBM/ITFM expect, the IT organization can generate step level improvements in its models and processes. Additionally, the gaps with customer expectations can be converted into opportunities for cost improvements and reductions in capital expenditures. This session will cover the basic benefits of using a maturity model to evaluate a TBM/ITFM process and how it can be used to increase the level of benefits organizations receive from TBM/ITFM.

Implementing an ITFM Solution: New York Yankees versus Bad News Bears

Kristie Sullivan, Manager, Professional Services

Nicus Software, Inc.

We all know the New York Yankees and the Bad News Bears both end up winning championships, but their road to success is wildly different. The distinctive characteristics of each team lead to their unique approach to success, as well as different objectives, strategies, strengths and weaknesses. They also encounter successes and challenges in different ways along their path. In this session, we will analyze different ITFM solution implementations and all the good, the bad, and the ugly that went along with them. We will also discuss key recommendations to help ensure a successful implementation.

12:00-1:15 p.m.

Buffet Lunch

Seating by Area of Responsibility and Interest

Sponsored by

    a leader in Enterprise Cloud Solutions

1:30-2:15 p.m.

Defining Services and Utilizing Service Catalogs  (--Schedule revision on June 11)

William Miller, Founding Partner, Principal Consultant

ProvenIT Finance

Service catalogs are more than just a menu of available technology resources and offerings within an organization. They also help ITFM leaders track IT consumption and better manage costs. Get the inside scoop on how companies similar to yours are:

  • Utilizing an IT service catalog to help determine the true cost of IT services
  • Maintaining and continuously improving an IT service catalog to ensure it meets the evolving needs of the business

How IT Finance Must Change with New Business Models – Lessons Learned from Uber

Penny Collen, Financial Solutions Architect, Thought Leader, Blogger, and Speaker

PL Collen and Associates

Managing IT expense has always been challenging. Often described as a “black box” or even worse, a “block hole” for money, the mystery of just what went on behind those locked data center doors added to the image. Today we talk about service management, buy tools for service management, and create catalogs with prices for service management. Now all those service practices we worked so hard to design have succumbed to self-service everything – from BYOData to BYODevice to mobile apps available at the press of a button. Now we work with IaaS, PaaS, DRaas, and SaaS. With cloud expenses now averaging 16% of IT budgets, finance managers must adopt now approaches to survive. This session will look at the changing landscape of how IT spends its dollars and what you should be considering as you work to justify and control spending.

Impact of an IT Chargeback Program Case Study: Evaluation Eight Years after Implementation

Scarlett Hu, Assistant Director

J. Paul Getty Trust

In July of 2007, the Getty implemented its first comprehensive chargeback of end user computing with a program that charges back both the computer acquisition cost and the computer support cost. In the eight and a half years of this operation, we have seen some significant changes. This case study summarizes the major changes, the financial impact, as well as the major challenges presented to the IT Asset Management department and our users. Some of the focus points of the case study will include:

  • Change in total computer counts
  • Change in Employee: Computer Ratios
  • Change in total printer/monitor counts
  • Change in use of technology among the executives
  • Change in spending patterns across the fiscal quarters
  • Change in equipment retention periods
  • Impact to site license program in some software
  • Desirable and undesirable budget manager behaviors
  • Impact to end users
  • Impact to IT Asset Management and other IT end user support
  • Impact to IT – User relationship
  • Lessons learned
  • Challenges the IT Asset Management department must handle
  • Future strategies

2:30-3:15 p.m.

Best Practices of Strategic Technology Sourcing to Support CFOs

Cathleen Nilson, Senior Finance Manager and

Sunny Park, VP of Finance


When the global economy is hitting a downturn, IT investment will inevitably slow down and cost savings will become a high priority for many Technology CFOs. This presentation will share a framework of strategic sourcing and best practices that drive IT operation excellence AND cost saving opportunities that effectively increase the value of ROI.

How to Optimize Software Spend Through Usage Data

Linda Cole, Sales Director

Open iT

Budgets are typically prioritized and allocated based on the profitability of any given sector, and IT spending has always been susceptible to the cold calculations of cost control procedures and policies. Software investments are often considered intangible and their business value is difficult to prove. As a result, IT leaders often get a budget that is inadequate to effectively carry out initiatives. Without an accurate usage report to measure the effectiveness and returns of software investments, organizations often waste money by buying more licenses than they need, and renewing more licensing contracts than are actively being used. Analyzing the business impact of technology usage is crucial in making prudent decisions to justify IT projects, reduce costs and achieve a greater ROI. Utilizing usage data reports provides not only a more structured approach to cost management, but it can also help companies gain more control and visibility to fully use IT assets and serve the enterprise. Software usage data can help IT leaders forecast future costs more accurately, and improve budgeting. Business units appreciate transparency, and having a centralized usage metering mechanism in place will contribute to a better valuation of IT investments.

Assessing TEM Services/Applications in Meeting IT Financial Management Objectives

Gary Eckert, President

Telytics, Inc.

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 financial management and 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 presentation addresses how to assess the limitations and short comings of existing TEM implementation candidates and strategies for process improvement. This presentation 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

3:30-4:15 p.m.

How ITFM Practitioner-Designed & Delivered IT Financial Management as a Service Can Accelerate ITFM Maturity (Software Demonstration)  (--Schedule revision on June 11)

William Miller, Founding Partner, Principal Consultant and

David Haines, Partner, VP Sales & Marketing

ProvenIT Finance

ProvenIT’s ITFM as a Service provides a complete IT Financial Management solution for your organization. The solution is an end-to- end service that uses your financial and operational data and an industry leading cost model to generate transparency of your IT costs. Supported by simple, easy to use reports and our analyst’s insightful context, getting clarity around your IT spend has never been easier. ITFMaaS is delivered in three tiers of service to match both your budget and your need.

Best-practices for a Service-based View of IT Financial Management, Planning and Budgeting

Anthony Okumura, Senior Manager


Technology groups want to be better aligned with the business goals of the teams they serve and to be a more strategic partner. IT Financial Management provides the promise of that alignment but has proven difficult to achieve in the real world. An internal understanding of costs is required to enable a more transparent approach to working with the rest of the organization. This becomes a burden for everyone involved in a financial capacity anywhere in the chain. What if you could build on the information already in your IT management system to link IT costs to business services in a simple automated dashboard? Then you could go back and track and execute changes in your environment based on those automated insights and provide a simple single location for managing the budget lifecycle. In this session you will hear how ServiceNow is achieving this with our clients and learn about best practices from a leading industry service provider. Join us for an enlightening session.

4:30-5:30 p.m.

Hotel Wine Reception

The Mayflower Park Hotel provides a complimentary wine reception.

Thursday, July 14

7:30-8:45 a.m.

Full Breakfast Buffet sponsored by

a leader in IT Financial Management Solutions

Networking breakfast tables

  for you to meet those with common IT Finance interests.

9:00-9:45 a.m.

What's In It For Me?

Dean Meyer, author, Internal Market Economics

NDMA, Inc.

Admit it or not, everybody thinks about the personal benefits and risks of the business initiatives they lead. It's human nature to ask, "What's in it for me?" There are innumerable things that ITFM can do; but three big initiatives stand out: revamping the financial planning and budgeting process; implementing an accounting system that can produce a "bill of IT"; and designing demand-management governance processes. Most other ITFM projects are in support of these big three. All are worthwhile to the organization. But before you jump in, ask yourself, what's best for you? This session explores the benefits and risks of the big three ITFM initiatives. Perhaps it will help you figure out how to get traction (and accumulate credibility chips) quickly, positioning you to take on the other big initiatives from a position of strength. This session will cover:

  • Overview of all ITFM processes, highlighting the big three
  • Benefits and risks: financial planning and budgeting
  • Benefits and risks: accounting and bill of IT
  • Benefits and risks: governance and demand management
  • If you have a choice, where would you start?

A Cost Accounting Model for a Healthcare Provider IT Department

Gregg Warren, Accountant III

UT Southwestern Medical Center

Will discuss a cost accounting management reporting model for the IT department of a Health Care System. The cost model includes tracking costs by:

  • Cost Centers
  • Applications
  • Service Catalog Items

This session intends to focus on the development issues, benefits and challenges posed surrounding the building of a cost model for IT service costing, benchmarking, and chargeback. Additional items discussed include:

  • FTE metrics drawn from the costing model
  • Framework for forecast and budget variance analysis of operational spend
  • Allocation issues with indirect costs

Developing a Successful RFP for an ITFM Solution

Rob Mischianti, Vice President

Nicus Software, Inc.

There are several different IT Financial Management solutions on the market, and each offers its own area of strength and differentiation. Finding the best solution to achieve organizational goals and long-term IT Financial Management objectives is a challenging task. A poorly developed and executed selection process typically leads to an inadequate match between the customer’s requirements and vendor’s strengths. In this session, we will discuss how to develop an effective RFP to ensure a solid match between the strengths and capabilities of an ITFM solution, the background and knowledge base of the implementation staff, and the long term ITFM goals of an organization.

10:00-10:45 a.m.

When IT Financial Management and Cost Management Best Practices Collide

Gary Eckert, President

Telytics, Inc.

As IT Financial Management Best Practices have been developed there are often unforeseen conflicts with traditional cost optimization best practices and as a result cost accounting and reporting have superseded the goal of cost optimization and generating cost savings. Complicating this issue is that the individuals tasked with implementation of both best practices do not fully understand the fundamentals of each discipline and often inadvertently diminish the achieved results for both. This presentation will address this dilemma and offer strategies to ensure both efforts are successful. Topics covered in this presentation include:

  • The conceptual differences today between IT financial management and cost management optimization.
  • Best practices to ensure both objectives are achieved.
  • Current process pitfalls that undermine success and how to avoid them.
  • How each discipline should support the other.
  • A best practices approach to ensure better success,

Do Project Financials Really Matter?  (--Schedule revision on June 11)

Ben Perkins, Partner, Professional Services

ProvenIT Finance

Solid financial management is an essential prerequisite for successful project delivery. Precise and timely financial data are crucial for informed and effective decision-making, as well as corrective action by the project team in order to ensure timely completion within the planned budget and scope of the project. To deliver tangible savings, improve benefit realization and have greater transparency into cost management, a cohesive portfolio-wide financial management solution and standardization in core practices and approaches are required. Learn how leading organizations are utilizing project financial management to manage their projects and portfolios, resulting in reduced costs, ensuring timely delivery, being more financially innovative, and adapting to the changing landscape. Learn about best practices to standardizing your project financials and getting results that can improve decisions and delivery. Learn how to enact the following key components of project financial management in your organization:

  • Project financial planning and budgeting
  • Factors influencing optimal design of a project financial management process
  • Internal control
  • Financial monitoring reports – tracking forecast, planned, and actual costs
  • Mitigating risks
  • Realizing benefits

The New Role of ITFM in Cloud Environments: Challenges and Opportunities

Sharon Wagner, Founder and CEO


The cloud environment has presents a whole new set of financial issues to IT organizations. IT departments are now responsible for the careful supply and demand fine-tuning of cloud IT resources, planning for future capacity, maximizing cost benefits and accurately recovering costs from different enterprise cost entities. Therefore, it’s crucial that IT departments understand the value and significance of transparency and the continual monitoring of cloud services. Control and visibility are two critical capabilities that the IT financial manager of today must possess. In this session, the following are some aspects that will examine in this session:

  • The responsibilities of IT financial managers working with cloud resources
  • How to financially plan, track, and enforce cloud budgets
  • How to turn “guesstimates” into accurate quantitative and qualitative analyses of cloud resources
  • Cloud tools required to support the IT financial manager
  • How to help an IT organization become a cloud broker

11:00-11:45 a.m.

The Complete IT Cost Tool Box for Management

Charles Johnson, President and CEO

CNJohnson & Associates, Inc.

This session describes the various types of IT costs required for financial planning, controlling, pricing, evaluation, and decision making. Examples of how to compute these various costs will be illustrated (e.g., resource costs, activity-based costs, product and service costs, decision-making costs, etc.).

The IT Cost Reduction Journey

Peter Hidalgo, ITFM Services Leader and

Shashank Aggarwal, Advisory Services Manager


EY will present their point of view on how an IT organization should assess its costs and develop an executable plan to reduce them while maintaining service quality. Topics will include:

  • Data requirements
  • Data analysis process and outputs
  • Benchmarking
  • Opportunity identification
  • Recommendation development and roadmap

Participants will gain a thorough understanding of how to undertake and implement a successful cost reduction program. This presentation is based on actual client results and insights realized over the recent past working with global Fortune 100 companies.

Journey to IT Financial Management Using Technology Business Management

Cammy Webster, Senior Program Manager

State of Washington

Currently the State of Washington Office of the CIO (OCIO) is leading the Technology Business Management (TBM) Program to identify opportunities for savings and efficiencies in IT expenditures and ongoing financial performance of technology investments in the state. This presentation covers our journey and what we discovered along the way. Our travels started with legislation which enabled OCIO to “chart a course” that took into consideration all the variables associated with bringing together multiple agencies with diverse priorities. We spent several months sailing through activities that moved us closer to our goals of:

  • Transparency
  • Cost Optimization
  • Communication bridge between IT, Finance and Business
  • Demonstrating “VALUE of IT” to business

This presentation shares our experiences including:

  • Our approach to establishing statewide TBM Program
  • Activities leveraged to garner support
  • Program impact to agencies and authorizing environment
  • Embracing standardization while respecting differences amongst agencies
  • Overcoming challenges
  • Where we are today
  • Roadmap going forward

12:00-1:15 p.m.

Lunch Buffet: Seating by Industry

1:30-2:15 p.m.

People, Process, and Technology – and the Concept of Bimodal IT

Penny Collen, Financial Solutions Architect, Thought Leader, Blogger, and Speaker

PL Collen and Associates

In the past year, as IT finds itself in various stages of transformation due to cloud, a major analytics firm has recommended IT become Bimodal. The idea of Bimodal IT is to split the staff and management processes into two groups – one for traditional, embedded applications and operations, and one for emerging technology such as cloud. Do you agree that these two types of technology cannot co-exist in one organization? This session will provide definitions of how Bimodal IT is designed and then discuss results real companies are seeing. Don’t miss this chance to weigh in on how you see your company responding to managing a hybrid IT environment.

IT Asset Management – Don’t Forget About the Software Expenses

Andrew Rohrbough, Vice President


It’s easy to assign a value to a physical asset, but non-physical assets, such as software license entitlements, are much more difficult to valuate. Be aware of some of the hidden costs of software licensing such as compliance risks, increasing maintenance costs, subscription models changing CapEx into OpEx, and the changing business landscape. To find out more about how you should determine the value of software assets, join us to learn about the total cost of ownership of your software.

Cloud Strategy Business Case Decision Tools

Norman Dee, Principal Consultant


As the number of public cloud providers grow, the competition and rates for using these services are decreasing and raising the question of where is it more cost effective to host business applications? However, the rates do not represent the true total cost of brokering and providing these services. We need to ensure the connectivity, security, administration, and software licensing that are involved with maintaining these services as well as understanding the true run rates involved with using them. This session will present some approaches and cost models used to determine:

  • At what point is it cheaper to use the public cloud?
  • What is the ideal mixture of internal and public resources?
  • What workloads are best suited for the public cloud?
  • What constraints, compliance, and regulations need to be taken into account?
  • At what point do we break even with developing an internal, private cloud?

2:30-3:15 p.m.

Principles of IT Procurement Outsourcing

Jon Maxim, President

Maxelerate Systems Ltd.

One of the most recent trends in Business Process Outsourcing (BPO) is IT procurement outsourcing. If you are considering an IT Procurement BPO or are curious about this trend this session will cover these topics:

  • When should you consider an IT procurement BPO?
  • What is involved?
  • What are the benefits for you?
  • What are the pitfalls you need to avoid?
  • Which of your IT functions are candidates for the BPO?
  • Should it be on shore or offshore?
  • Should the BPO be on site or offsite?
  • What about the management and governance structure?
  • These and other topics will be covered to give you a good foundation on deciding if IT Procurement BPO is right for your organization and how to proceed so that you can avoid the pitfalls and get maximum benefit.

Best Practices in Optimizing your SAP Licensing

Moshe Panzer, CEO, Xpandion and Linda Cole, Sales Director

Open iT

SAP is one of the most common and highly-valued software used in many companies today. But for some, it is also known for its highly complicated and ever-changing licensing policies. With SAP application licensing constantly evolving at such a fast pace, the more complex the licensing model becomes, the more challenging it is to manage. This presentation shares expertise and first-hand experiences on how companies can optimize their SAP licenses through real-life scenarios that emphasize how to take advantage of the flexibility of usage metering without throwing away what has already been invested. Key takeaways are:

  • Updates on the latest SAP licensing policy changes
  • Tips on optimizing SAP licenses by tracking and eliminating duplicate and inactive SAP licenses
  • Insights on automating the consolidation process of SAP usage data
  • Guidelines on negotiating with SAP and choosing the best license type for your organization
  • Sample usage and IT chargeback reports for SAP

A Successful Business Case Process for Better Investment Decisions

Suraj Nekram, President & CEO

Inpensa, Inc.

Business cases are an important driver in the investment decision process. It provides key data to help compare investments, identify opportunities, identify risks and understand the cost and benefits. Most companies today are using multiple variations of spreadsheet templates and are trying to follow a loosely defined process with little success. This session will provide useful information on both the business case process and the business case templates. It will cover do’s and don’ts and gets you on a path to better investment decisions.

3:30-4:15 p.m.

Improve Your IT Financial and Business Management with Nicus’ M-PWR

Rob Mischianti, Vice President

Nicus Software, Inc.

This session will provide an overview of M-PWR, one of the leading ITFM solutions on the market. M-PWR excels in extracting and reporting quality, detailed information across a broad range of data sources, no matter the format or where it resides. After capturing data, M-PWR applies business rules that enables Finance and IT Leadership deep transparency of IT Services through a single view across the enterprise. Armed with this information, IT Leaders can find efficiencies by optimizing the balance between cost and quality, supply and demand, and ultimately shift funding into growth and innovation.

Strategic Sourcing – the Key to TEM ROI  (--Schedule revision on June 11)

Wayne Webers, Partner

Network Sourcing Advisors

Many corporations wonder what happened to the ROI the TEM provider presented in their proposals as well as the returns seen during the first 6-12 months of the implementation. When the CIO or CFO asks about the ROI for the TEM program the people they ask look at each other and scratch their heads. Have you? Many companies implement TEM tactically in order to manage invoices, allocate costs, and hopefully gain some early savings through audit programs and this is where it ends. The problem is once you load the invoices, allocate costs, and complete the initial audits the ROI begins moving to zero or even a negative number. Strategic TEM incorporates the sourcing of your network services, devices, and other IT services into a comprehensive business practice that provides positive ROI results year after year. We will discuss the fundamental steps of successful sourcing as well as the challenges internal organizations face when attempting to source network services.

Friday, July 15

6:30-7:45 a.m.

Full Breakfast Buffet

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

8:00-8:45 a.m.

IT Finance Modernization to Support IT as a Service (ITaaS)

Tony Pantaleo, IT Strategist

Nicus Software, Inc.

IT organizations are rapidly changing, from the role of the CIO to the delivery of technology. The focus and success measures for modern day IT organizations are swiftly evolving. Simultaneously, IT leaders must maintain fiscal responsibility over their organizations. CIO’s are relying heavily on their finance partners to quickly adopt new delivery models into their financial framework, while providing insightful economic analysis associated with the business value IT is providing. In this session, we will examine the factors that have necessitated the transformation of the IT delivery model, and how IT Finance should evolve to support an ITaaS environment, while maintaining core finance controls.

Framework for Integrated IT Financial Planning

Leonard Epelbaum, Manager, CIO Advisory


As the demand for IT services continues to grow, CIOs and CFOs are pressured to meet growing demand while meeting corporate spend targets. Connecting real growth in IT budgets with the value they help drive within the business and reflecting that inside the framework of the corporate planning cycle is a daunting task. An iterative planning cycle, which combines Business Unit client engagement, investment planning, IT operational capacity and utilization planning, that ultimately feeds the financial planning process helps meet the objectives of CIOs, CFOs, and Business clients. Developing capabilities to integrate the demand signal for IT services into the financial planning cycle empowers CIOs to help their clients and BU partners better manage and shape that demand.

Managing Large IT Projects

Rex Plouck, Vice President

Advocate Solutions

Large IT Projects, with budgets in excess of $15 million, have unique challenges and risks. Understanding the true costs and managing these projects requires special insight and skills. In this presentation we’ll discuss how to:

  • Account for the true costs of these projects
  • Track actual costs
  • Identify risks most likely to result in project failure
  • Successfully structure and manage large IT projects

9:00-9:45 a.m.

IT Financial Management as a Service

Pete Hidalgo, Senior Manager and ITFM Services Lead


This session describes how an IT finance organization can employ managed services for ITFM, which is a growing industry trend. The benefits of implementing IT Financial Management as a Service (ITFMaaS) include speed, flexibility, cost avoidance, and return on previous investments in ITFM. This presentation will include:

  • The need for ITFMaaS
  • The benefits of ITFMaaS
  • Services most suitable for ITFMaaS
  • How to move to ITFMaaS

You will gain a deeper understanding of what ITFMaaS is, the process to move to ITFMaaS, and how ITFMaaS could benefit your organization.

ITFM for the Cloud

Khalid Hakim, Operations Architect and

Charles McVeigh, Senior Staff Engineer


The cloud model can facilitate the shift to a business focus for the entire IT hierarchy—from the top to the technical teams managing and delivering the cloud. But to achieve the full business value of the cloud, companies need to put in place a more specialized and robust Cloud Business Management (CBM) practice. The CBM practice addresses the key business aspects of cloud operations. Whether your cloud is greenfield or an evolution of an existing environment, these business considerations are vital to achieving the expected agility and efficiency gains from the cloud model. Cloud business maturity models are used to baseline today’s current state and envision tomorrow’s desired state. Comprehensive cloud services definition and costing should be performed to solidify the service offerings and help understand its true unit costs. In addition, pricing strategies need to be established based on your organizations goals and cloud vision. This will drive a service consumption-based business model. Moreover, defining the marketing aspects of your cloud is just as important as the marketing function of any other business. Fully understanding the cloud services demand and consumer use cases will help prioritize the IT investments.

How Software License Optimization Empowers IT Procurement

Eric Rodwell, Solution Engineer, Manager

Flexera Software

Software licensing costs account for a significant portion of the typical IT budget—as much as 25 percent—and they represent a substantial cost for today’s enterprise. It’s up to IT procurement teams to keep these costs in check while meeting the current and future software needs of the enterprise without over buying or under buying licenses. In this session we’ll discuss how software asset management and license optimization processes and tools:

  • Enable IT Procurement to go beyond discounts to achieve cost optimization on software license agreements
  • Provide visibility into software installations and usage trends that aid contract negotiations
  • Maintain compliance with license agreements to avoid software audits and unbudgeted true-up expenses
  • Avoid “shadow IT” and retain control of the software procurement process
  • Provide the data needed to perform fair and accurate chargeback of software costs to the business
  • Empower vendor management teams to maintain win-win relationships with software vendors

10:00-10:45 a.m.

Applying Six-Sigma Principles to IT Financial Management

Sailesh Thakur, Director

IT Strategic Sourcing and Vendor Management Chicago Mercantile Exchange

In the changing world and in many organizations, IT is considered a commoditized item. There is an industry wide perception that the IT spend should keep decreasing. To meet the organization’s IT and financial need, senior managers need to under what makes up the costs and how to measure, analyze, improve and control them. Once all of the procedures are in place and set forth, IT can move up the value chain within the organization. This is not a onetime exercise but rather an ongoing improvement effort to be ahead of the curve in changing disruptive technological advancements.

Impact of Prepaid IT Contracts on Planning and Budgeting

Robbin Lawson, Associate Instructor

City University of Seattle

Multiyear software contracts are not new, but more often now suppliers seem to be asking, or demanding, that the payment be made up front for all the years. Such prepaid contracts have ramifications for budget planning, cash flow forecast, and balance sheet impact. This presentation will expose the various consequences of using prepaid contracts and offer tips on how to minimize the potential adverse impacts for IT financial planning, budgeting and cash forecasting.

Service Cost Modeling Q&A

Dean Meyer, author and master cost modeler

NDMA, Inc.

Many ITFM groups have built cost models that associate IT costs with services. Some are simple, high-level activity-based costing. Others are far more complex, granular, accurate, and effective. But no matter what form your cost model has taken, no doubt you've run into some complex issues, tough trade-offs, and questions ranging from basic to advanced. This session is not a lecture; its purpose is to answer your questions. You'll brainstorm the most interesting questions with your peers in small groups, and then we'll address those questions together. This session will include:

  • Break-out sessions: brainstorm the most interesting questions about cost modeling
  • Report back: the list of questions
  • The foundation: business-within-a-business paradigm
  • Answers to your questions

11:00-11:45 a.m.

Wrap Up Panel Session

Penny Collen, Financial Solutions Architect, PL Collen and Associates (moderator)

Norman Dee, Principal Consultant, EMC

Charles Johnson, President and CEO, CNJohnson & Associates, Inc.

Dean Meyer, author of Internal Market Economics, NDMA, Inc.

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 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 2017 Conference of your choice.

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