Getting Started with IT Asset Management

A Systems Alliance White Paper written by Ed Coram

Copyright 2006 Systems Alliance, Inc. All rights reserved. Systems Alliance is a trademark of Systems Alliance, Inc. All other trademarks and registered trademarks used herein are the property of their respective owners.

ITAM_WP_11_16_06

IT Asset Management Getting Started

Table of Contents

Table of Contents.......................................................................................................................................... 2 Introduction ................................................................................................................................................... 3 The Case for IT Asset Management ............................................................................................................. 3 Procurement .............................................................................................................................................. 3 Deployment & Utilization ........................................................................................................................... 3 Decommission and Disposal ..................................................................................................................... 4 IT Asset Capability Maturity Model ............................................................................................................... 4 IT Asset Management More than an Inventory.......................................................................................... 5 Getting Started With IT Asset Management ................................................................................................. 6 IT Asset Management Effectiveness A Self Assessment .......................................................................... 8 Additional Benefits ........................................................................................................................................ 9 About Systems Alliance ................................................................................................................................ 9

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IT Asset Management Getting Started

Introduction
Five years ago, Meta Group reported U.S. corporations wasted $90 billion buying assets already owned, buying the wrong technology, and making lease payments on equipment already returned. Since then IT Asset Management has been increasingly identified as one of the keys to an effective IT operation. A recent Gartner report noted that 75 percent of companies are exposed to the risks of overspending on and sub-optimal use of IT assets and projects, that those companies committing a minimum of three percent of their IT operating budget to IT asset management programs and tools can expect a 25 percent reduction in the total cost of ownership. As the statistics above indicate, there is value to be gained through the effective management of IT assets. All too often though, the fact that IT assets arent being managed effectively, surfaces when a problem arises (e.g., a suspected impropriety creates the need for a reconciliation of invoice data with the assets on hand). Is your company one of the few currently realizing the benefits of effective IT asset management or are you waiting for a problem to spur you to action? In this white paper we provide a quick assessment tool that will help you determine if action is required and if so, how to get started.

The Case for IT Asset Management

Over the past 12 months Systems Alliance has helped multiple clients address issues that highlighted the importance of effective IT asset management. In two unrelated instances the clients were concerned about the potential All too often the fact implications of employee improprieties they had discovered. In each that IT assets arent case the client suspected they had been significantly overcharged being managed for many assets and had never actually received a substantial effectively, surfaces number of the assets paid for. In both instances, the analyses when a problem produced similar results and highlighted critical problem areas an arises. asset management program would have addressed, including:

Procurement
1. The absence of full life-cycle asset management processes aided and abetted efforts by client employees to engage in fraudulent activities. 2. The absence of reviews and controls around the procurement process enabled the purchase of hardware, software and consumables from spurious entities. 3. The failure to institute periodic pricing reviews hid the fact that asset costs were not in line with market pricing. 4. The failure to reconcile goods received against original purchase orders obscured the fact that components ordered were being replaced by lower-end components. 5. The absence of vendor invoice reviews inhibited the discovery of inconsistencies that would have raised flags months, if not years, sooner.

Deployment & Utilization

1. Inconsistencies in the capture and recording of asset data (e.g., make, model, configuration, serial number, cost, purchase date, owner, warranty and license information) made it especially difficult to reconcile asset records and invoice data with the assets on the ground. 2. The absence of an asset information repository obscured visibility into the wide variety of operating system versions deployed, inhibited the effective distribution of software patches

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IT Asset Management Getting Started

and upgrades and increased the time and effort required to provide desktop support to endusers.

Decommission and Disposal

1. The failure to collect and record asset information at time of purchase and to maintain accurate information throughout the asset life-cycle inhibited accurate accounting for asset depreciation and disposal. The issues faced by these two clients surfaced as a result of employee improprieties. However, a spot audit by either the BSA (Business Software Alliance) or SIIA (Software and Information Industry Association) can lead to similar results; the realization that your business incurs substantial risk simply because insufficient attention has been paid to the management of IT assets. The BSA collects fines of up to $150,000 for every unregistered software program installed on a company's computers and the inability to prove installed software has been legitimately licensed can trigger those fines.

Through 2008, 30 percent of large enterprises will experience at least one on-site software audit per year (0.7 probability), Gartner Prepare for Continued Software Audits in the Short Term, Jan 2006

IT Asset Capability Maturity Model

The IT Asset Capability Maturity Model chart below provides another perspective on the opportunities for and benefits of effective IT asset management. It shows how, as companies become implement more effective asset management processes, they accrue greater savings.

IT Asset Management (ITAM) Capability Maturity Model

Level Characteristics Savings Observed
Source: META Group

Company Distribution
Source: Gartner Group

High

Value Oriented Service Oriented Proactive

Utilizing cross-organizational and cross-discipline techniques to maximize asset value and minimize costs Tracking and realizing concrete savings Asset management integrated with back-end systems (e.g. HR, Finance, Help Desk) Leveraging cross-organizational information Formalized processes in place Policies and procedures are linked Asset discovery tool and centralized repository

45% 5% 35% 15% 5% 75%

20%

Reactive

Fire fighting mode Beginning to see policies defined and implemented Rudimentary process development No formalized process Disorganized approach to asset management

Chaotic
Low

Where is your organization on the maturity scale?

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IT Asset Management Getting Started

IT Asset Management More than an Inventory

Often, when clients are asked for a definition or description of IT asset management, the response typically starts and ends with the creation and maintenance of an asset inventory. Effective IT asset management is much more than that. Gartner defines IT asset management as the combination of tools, processes and organizational interfaces that financially manage, optimize and dispose of IT assets. Increasingly, savvy organizations are realizing that a sound IT asset management program is now a mandate for business success. But that new reality - ITAM as a disciplined business practice requires you to reexamine the old approaches and their ad hoc collection of tracking devices and negotiation strategies. To move your ITAM program to the next level, and leverage the significant strategic value it offers to the business side, demands new thinking - both strategically and tactically.1 IT Asset Management is about using accurate physical, financial and contractual asset information to make business decisions that result in better risk management, cost management and operational efficiencies. When done properly, asset management has ties to all key IT planning and management processes and systems, including procurement, HR, help desk, change and configuration management, financials, and capacity management. As depicted in the diagram below, effective IT asset management processes span the full asset life cycle.
Procurement Change Management
Request Pull from Inventory Deploy Manage Decommission Disposal

Configuration Management

Application Development

Financials

Help Desk

Human Resource Management

Procure

Receive

Store

Capacity Management

The failure to manage IT assets through their complete lifecycle ( i.e., from requisition to retirement and disposal) increases the likelihood that a business is a) under utilizing and/or not using software and hardware assets that have been purchased, b) poorly managing vendor relationships and not maximizing organization-wide purchasing power, c) incurring unnecessary and/or inappropriate support expenses, d) incurring inappropriate lease and maintenance expenses, and/or e) using unlicensed software.

Gartner IT and Software Asset Management Summit, Overview, September 18 - 20, 2006.

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IT Asset Management Getting Started

Getting Started With IT Asset Management

The appropriate starting place for IT asset management varies from organization to organization. 1. Rapid Assessment and Strategy: While some would suggest the use of an automated discovery tool to create an asset inventory as a natural first step, our experience is that the validation of the organizations asset management objectives and the creation of a high-level process flow are often more appropriate because they ratify direction and provide visibility into the core data requirements.

A sset T yp e

Asset

A c q u is itio n Cost D a te

M a in t Cost

C o n tra c t D a te s S ta rt End

Process/Step

Observations

Implications

Recommended Actions

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TK1-1 1-1 T 0 TK C C 0 .3 12 .3-04 -E -8 -B -3C-7COO TE T C N L G P P R in W W0o0 2fe sfea nsio R R .5 0.5 1 -0 -B-A5 -A E AP RN N L O O 3 T A oin oin P 0 s N 5 ON ro WS -1S5 4T OB -1 0D E IT D1 .51 320 .101 .10500-8-B-AA0 TC TC H OTG O YP YA IOTR TdNs2wd0sro0sronsfea n l K W4WS7 B Y 0E IT D E IT 20 .2.3 8 0205-10650-3 36EC2NA NT NO YN LC R TR OWIOwd0s2w0 0PioPliosl a TK1-1 3-L C C C 0 .3 1 .2 .1-101-A-1964 -7C-FO T C O LN H G O C R IO in W W0o0 2fe sfea nsio R R R E N EL O O OP N 0 TK .5 13 4 -B -B-A-A -A A C O TE H O C RG P A A oin oin P 0 s C C ro WS -1S7 O-L -1 0-1 E IT D E IT.51 380 2.3105-10650-7-AA5 TC TC H OTG O YCYA IOTR TdNs2wd0s2fe sfeaiosl n l K W4WS B B Y R D E IT D1 20 .1.1 902 30500-A-B 062CF NA NT NO YN LP R TR OWIOwd0s2w0 0PioPl fea a TK3-L T Y 0 C C C 0 .3 1 1 .10.10 -A-1365 -FC A C O TE LN LC RG C A IO in W W0o0 ro0srons nsio E E N EHO O O N N 0 TK B OB R R .2 4.2 5-1 -B -B-A-A -9 -8O T C O H O G O P P A oin oin P 0 s C C .5 WS -LS -L -1 04 C E IT D E IT.21 1901 30.20 -10651-F-E-FCEN3E MORGRG P R TR T Wd wd0s2w0 0PioPliosl n l K WOBO-1 -1 R D E IT D1 80 2.3 .103 00500-A-0257A2 TC T OTCLNOOT C A IO IO in W 2wd0s2fe sfea fea a TKWYT Y4 B S0 C R s oin P 0 s 0 TK B 4 B C C 0 .1 .122 5-19 -A-006 -8C A C C H CO YC YN P A N oinW0o0 ro0sronronsio R R .215 .3 -B -B-A2 F -5O T N NO PL A IOO O N -9 O EHO O s .5 7 3 C C ON ro WS -LS -1 -1 5 8 C E IT D E IT.21 220 .203 00510-9-0F27A -2O MORORGIOO P R T N Wd wd0s2w0 0PioPliosl n l K WOBS4 2 R D E IT D1 90 .1.3 2 0.50 -00621-8-E-8 C C 3EONO PYC IOO A IO in W 2wd0s2fe sfea fea a TKWYT B4 oinW0o0 ro0srons nsio s oin P 0 s 0 TK4-1 C C 0 .3 15 9 -13 -A-0572 -5 C T OTCM L A R T N R R .5 33 .3 -B -0 -E -F E A N C HP OT A R 02 ON ro Wd wd0s2w0 0PioPliosl n l in W 2wd0s2fe sfea fea a oinW0o0 ro0srons nsio s oin P 0 s 0 WS -1S4 5T 6 3 C E IT D E IT.51 320 .503 11-00 -0 -0E -2C MOROR TR TR T N K W4WS8 1 R D E IT D1 20 .2.3 2 0.10 21721-5 -E-8O3CM O A IOO A IO TK4-1 2-1 TK C C 0 .3 1 .5 .3-020 -E -F 727738 B OC M O P 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W k #1 W k #2 W k #3 W k #4

B u ild a s s e t d a ta re p o sito ry R e fin e p ro cu rem e n t p ro c e s s to in c l. d a ta c a p tu re B e g in c o lle c tin g d a ta o n n ew p u rch a s e s

When working with clients, C o n d u ct c om p re h e ns ive a s s e t d is c o v e r y Systems Alliance often begins an IT asset management initiative with a rapid assessment and strategy phase that is focused on validating objectives, reviewing existing asset data and management processes, identifying shortfalls and developing a strategy for filling IT asset management related gaps. Additional byproducts of this stage are the development of a high-level process flow (if none exists) and the definition of short-term action steps.

2. Tool Evaluation and Selection: It would be a mistake to think that simply implementing a tool will enable a company to improve alignment of business and IT strategy, control IT purchases, avoid noncompliance, improve technology ROI and maximize operational efficiency. That said, automated tools are increasingly a key component of effective IT asset management programs. As an example, a CMDB (configuration management data base) is a core component of the asset management process as defined by ITIL (Information Technology Infrastructure Library). A number of commercially available tools have the ability to provide much of the data that would reside in a CMDB as described by ITIL. The key challenge companies face is the selection of a tool or tools

Client Name & Logo

Facility Management Tool Survey ITAM Tool RFI

Evaluator:

Your Company Name: ____________________________________________ Requirements - Content Creation I. Functional Prepared by: Date:
The system shall have the ability to handle the broad array of AOPA content types, including: MS Office documents, Email, HTML documents, docum ents created through the Adobe InDesign Suite, Quark docum ents, and 1.1 Im age files. The system shall accom modate content created with AOPA client authoring tools and support current and previous releases of these tools, including MS Office applications such as W ord, Quark, the Adobe InDesign Suite, and HTML 1.2 editors such as GoLive. The system shall provide AOPA users with the ability to create, modify, and 1.3 delete content within the W CMS. The user interface shall be intuitive and content creation and maintenance m ust be easy to facilitate use by non-technical content authors. 1.4 The system shall facilitate the creation of web pages with a consistent look and 1.5 feel via tem plates and style sheets. The system supports cascading style sheets. 1.6 The system shall support multi-user authoring to accom modate AOPA's 1.7 collaborative authoring process. The system shall support the creation and m aintenance of m etadata to 1.8 maximize the search capabilities of AOPA users. The system shall enable the separation of content and presentation to facilitate 1.9 publishing of AOPA content to m ultiple form ats. Objects such as im ages, docum ents, and links are easily incorporated into 1.10 content.

Delphi Evaluation Tool

W eight

Rating

Score

1.00

0 .00

1.00

0 .00

Corporate Headquarters Office Name Title Address Name Title Address

M Field Office/Contact ain

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 10.00 N/A

0 .00 0 .00 0 .00 0 .00 0 .00 0 .00 0 .00 0 .00 0.00

Phone Fax E-mail: http: # Staff:

Phone Fax E-mail http # Staff

TOTAL C ATEGORY SC ORE:

Additional Key Locations Name Title Address

II. Functional Requirements - Content M anagement

The system shall provide the following functionality to manage AOPA content:

Im port (both internal Name Required Product Features and external content), Storage, Categorization, eight and WSearch, Rating 2.1 Archiving. Title Evaluation Summary m ust integrate with Verity. 0 .00 2.2 The search capability 1 thru 5 Data1.00 LiveState Net 1.00 0 .00 Address 2.3 The search capability m ust span all AOPA content types. The system must provide the capability to m anage content related metadata. Protector Recovery Backup 1.00 0 .00 across User Initiated Backupthe support for backupThe system mustfunctionality that,administer m eta tag standards 2 the E (M) and restore provide the ability to if deemed 1.00 2.5 site. Phone appropriate, could be initiated by a user, thereby minimizing administrator intervention ifthe user to sort search The system shall provide AOPA internal users with a ability 0.50 results according to the following criteria: Relevance, Date, Author, and Content Fax needs to simply restore a single file. Type (e.g. e-newsletter, email, article, and press release). 2.4

1.00

0 .00

M.00 0
0 .00

Phone Fax E-mail http # Staff

E (M) Im age that results shall generate and display a full Incremental Backupthe ability to backup only filessearchhave changed since the lastgraphical view of the file 2 1.00 M (N) http (thumbnail) instead of just a file icon to decrease the tim e spent by AOPA users backup, thereby reducing the amount of data to backup. 2.7 to find a specific image. # Staff
2.8 computer type. M (E) M(N) Remote Backupthe ability to backup a usersAOPA contentwhen it is not connected to the office 2 A structured approach to categorization is provided to ensure consistency (e.g. 1.00 LAN, such as when they are working fromhome.2 use of pull down menus). 2.9 the Categorization capabilities shall include the ability to classify content by the

E-mail

2.6

M0 .00 (N) M(N) M

0 .00 0 .00 0 .00 0 .00 0 .00 0 .00 0 .00

1.00

(Repeat to list additional locations)

Outlook PST Backupdepending on the vendors implementation of the functionality, the ability to backup an Outlook PST file while it is in use, or to backup the file in an incremental fashion. This functionality reduces the risk that the file will be restored incorrectly and minimizes the size of the backup data. Synchronizationdefined as updating the backup imageATEGORY SCas changes are being for a client ORE: TOTAL C made to a data file.
III. Functional Requirements - Publishing

The list of AOPA content types used for categorization can be added, deleted, 2.10 and m odified by authorized AOPA users. The system shall support the syndication of content, including the distribution of 2.11 content with a hyperlink to the AOPA website. The system shall provide a reporting capability 2.12 2.13 The system shall control the usage of licensed digital assets.

E (M)

1.00 0.50 0.33 0.50 0.33

M(N)

The system shall enable personalization of the information presented on the 2.14 hom e page based on the users profile.

2 5

11.16

M(N)
N/A

0.00

Shared File Exclusionthe ability to recognize the same file across multiple clients and only save a single copy of a file, thereby reducing the amount of storage necessary and minimizing redundant files.
Weight: 1 = most important, 5 = least important

M (E)

N (M)

Rating: E = exceeds requirements, M = meets requirements, N = does not meet requirements; Where 2 ratings are presented, the first rating was selected by the majority

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IT Asset Management Getting Started

that meet the specific needs defined and are a fit for the company from a technology and operational perspective. A disciplined evaluation and selection process is critical to success. The use of proven request for proposal and product evaluation templates can often be used to expedite the process, facilitating the definition of detailed, client-specific requirements, the actual evaluation process, and the collection and summarization of vendor and tool evaluation results. Systems Alliance leverages a Delphi evaluation tool to help clients define the relative priority of various product requirements and to evaluate alternative products in consideration of those priorities.

3. Implementation Planning: It happens all the time. Companies do a rigorous job of tool evaluation and selection, but end up with an unsuccessful implementation. More often than not, the problem can be traced to issues in the implementation planning process. The keys to successful implementation planning for IT asset management are not unlike those for other projects.
C a le n d a r D e p lo y m e n t ta s k s
W k#1 W k#2 W k#3 W k#4 W k#5 W k#6 W k#7 W k#8 W k#9 W k#10 W k#11W k#12

P r o je c t K ic k o f f

V a lid a t e p r o je c t c h a r t e r & p la n A s s e m b le p r o je c t t e a m

P r o c e s s D e f in it io n

Id e n t if y k e y p r o c e s s c o m p o n e n t s

D e v e lo p d e t a ile d p r o c e s s flo w s /d e s c r ip t io n s Id e n t if y c r it ic a l in te g r a tio n p o in ts

D e f in in g s ta f f in g r e q u ir e m e n t s , R s a n d R s D e f in e p e r f o r m a n c e m e t r ic s

H a r d w a r e /S o ftw a re A c q u is itio n
L ic e n s e IT A M to o l

V a lid a t e h a r d w a r e r e q u ir e m e n t s A c q u ir e r e q u ir e d h a r d w a r e In s ta ll s o f t w a r e / h a r d w a r e

P ilo t Im p le m e n t a t io n & T e s t P r o d u c t io n R o ll- o u t

P r o je c t C o m p le t io n & S h u t - d o w n

P r o je c t M a n a g e m e n t C h e c k p o in t s

Clearly defined project objectives and deliverables help to focus the project team and assure expectations are aligned. Identification of the project sponsor and definition of the governance structure increase the likelihood that critical decisions will be made on a timely basis. The definition of tool acquisition, integration and implementation tasks provides those involved with a clear view of all tool specific activities and their interrelationships. Identifying and addressing related process changes helps assure operational as well as technology issues are being considered. The inclusion of communication and change management tasks in the plan addresses an often overlooked component of most every implementation effort (i.e. the people impacted). The definition of key resource requirements (e.g. staff, budget) assures the required commitment and level of investment are understood before the project is initiated. The chances for successful implementation of an IT Asset Management solution increase dramatically when the implementation plan meets each of the requirements listed above.

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IT Asset Management Getting Started

(Illustrative)

4. Deployment: While the implementation plan provides the roadmap for deployment, successful execution of the plan will Pull from DecomRequest Deploy Manage result in the deployment of the asset Inventory mission Upgrade management solution and the delivery of a roadmap for ongoing asset Procure Receive Store management in the form of process and tool documentation and training.
Requestor Web Enters in request data Requestor System Spreadsheet/Web Uploads line itemdata into request (optional) Approver(s) Web Enters in Approval Confirmation Web & E-Mail Acknowledges receipt, returns request ID System E-Mail Acknowledges Approval/Denial to all parties

Disposal

The documentation should provide detail for each process step including the role involved, the activity performed, the tool or interface used and the result produced.

System E-Mail Sends approval request to approver(s) with link

Legend
ITRole Asset Interface Information Activity Repository

Figure 6

As noted in figure 6, an asset information repository is required to house asset specific information and facilitate asset related reporting.

IT Asset Management Effectiveness A Self Assessment

How well are your IT assets being managed? Not sure? Here is a short questionnaire you can use to gauge the effectiveness of your asset management program.
# 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Quick Assessment
Do you have an accurate inventory of IT assets (hardware and software)? Do you know where your IT assets are located? Do you monitor IT asset utilization levels? Do you know how much your IT assets cost and the specific business functions they support? Are you leveraging your purchasing power? Are the appropriate license and maintenance agreements in place? Are you getting the support you need? Are you paying only for the support you need? Are you accurately depreciating and amortizing your IT assets ? Are assets decommissioned and disposed of on a timely basis?

Yes

No

One or more no (or I dont know) answers could be an indication that you have some work to do.

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Additional Benefits
If inhibiting fraudulent activity and reducing the potential downside of a BSA or SIIA audit are not benefit enough, implementing an IT asset management program can provide value in other ways. An effective IT asset management program can also: Facilitate the location of information about assets that enables the organization to secure those assets from threats and remediate vulnerabilities. Keep track of assets that must be turned in and properly disposed of so issues related to security, intellectual property rights, licensing compliance, regulatory concerns and environmental risks do not arise. Facilitate the provision of asset ownership, utilization and lifecycle maintenance information for use during contract negotiation and renewal discussions. Enable the identification of redundant and/or underutilized assets, helping to reduce overall IT costs. Enable the collection of asset usage information for use during budgeting, planning and cost-allocation processes. Facilitate the development of effective exit strategies for obsolete technologies.
To find out more about how your organization could benefit from IT Asset Management, contact ITAM@systemsalliance.com

About Systems Alliance

Systems Alliance, Inc. is a regional systems integrator, technology consultancy and software development firm. Our approach focuses the sophisticated project management methods of global systems integrators on discrete and well-defined engagements. As a result, we continually please clients by delivering high-value solutions to their most complex challenges. Headquartered in Sparks, Maryland with a regional office in Raleigh, North Carolina, Systems Alliance serves Fortune 1000, state and local government, higher education and healthcare clients throughout the mid Atlantic and Southeastern United States. To learn more, please visit http://www.systemsalliance.com.

About the Author

Ed Coram is the director of the Systems Alliance Process and Performance Improvement practice. He has 25+ years experience in large-scale IT environments and has successfully managed performance improvement and cost savings programs for Fortune 1000 companies across a wide range of industries.

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