WorldofITFinancialManagement

Workshops&Seminars
_________________________________________________

SavannahMarriottRiverfrontHotel
Savannah,GAJuly89,2013




NoticetoAllAttendees

Instructorshavebeentoldtogiveyouabreakevery45minutes
atquartertothehour.Someinstructorsneedtobereminded.
Feelfreetoleaveanytimeforhourlyrefreshments,
whetherornottheinstructorannouncesanofficialbreaktime.

 Copyright2013.Allrightsreserved.Material,inwholeorpart,containedinthispublication
maynotbereproduced,distributedorusedforanypurposeswithoutpermissionofITFMA.
ITFinancialManagementAssn.POBox30188SantaBarbara,CA93130(805)6877390

AGENDAANDMEETINGROOMS

Handout#

Monday,July8

6:45-7:50 a.m.

ConferenceRegistrationandRefreshmentsforCoffeeBreaksAllDay(JohnsonMezzanine)
and
FullBreakfastBuffet(Atrium)

8:0011:45a.m.

ITFinancialManagementSystemDesignTipsforGuaranteedSuccessWorkshop(OglethorpeAB) CLT
(AM,CABC,GFM)
BillMiller,Partner
ProvenIT
ThisworkshopisfortheactivepractitionerorsoontobeactivepractitionerofITFinancialManagement.Learnhowto
defineanddesigncommoninfrastructureproductsandaggregatethoseproductsintocommonITservices.Definethe
structureincludingtheexpensesandoperationaldata,solvecommondesignproblems,includinglifecyclemanagement,
andexplorecommonchargebackmodelchallenges,includinghowpoordesignleadstoover/underrecovery.This
workshopisahandson,intensivelearningexperience.ParticipantsshouldhavebasicITFMskills,butevennewlearners
willfindmanyvaluabletipsandtrickstospeedtheirITFMcapabilitydevelopment.

CloudITServiceFinancialManagement:EverythingYouNeedtoKnowWorkshop(Johnson) CLT
(AM,CABC,FMBP,FPBR,GFM,PMB)
KhalidHakim,CloudOperationsArchitect
VMware
HowiscloudservicefinancialmanagementdifferentfromtraditionalITfinancialmanagement?HowcouldCxOs
realizethefinancialbenefitsforwhichtheyembarkedonacloudtransformationprogram?HowcouldCIOsmodernize
theirITfinancialmanagementpracticetoaccommodatecloudcomputingtransformationprojects?Howdoescloud
servicefinancialmanagementbecomeakeyprocesstohelpbusinessesrealizeandrecognizethevalueoftheir
investment?ThisworkshopwalksyouthroughthecloudITservicefinancialmanagementcycleconsideringthevarious
cloudmodels(Public,Private,andHybrid).Thisincludesthecloudinvestmentplanningandbudgetingprocessesthat
addressdemandmanagementandportfolioinvestmentplanninganddecisionmaking.Theworkshopwillalsoaddress
theaccountingandcostmanagementprocessesanddemonstratehowtobuildacostingmodelforcloudservices,showing
someofthebestpracticesintransformingtraditionalITcapitalexpenditures(CAPEX)intomoremanageableand
optimizedoperationalcosts(OPEX)tocorrectlyshowhowtoallocatecostsofthesharedcloudinfrastructureandservice
consumptionmodels(i.e.SaaS,IaaS,orPaaS).Thisworkshopalsodiscussesthecharge/showbackmechanismsand
helpsanswertypicalbusiness/consumerquestionssuchasWhatamIpayingfor?and"WhatamIgettingoutofit?
WewillconcludewithanITfinancialmanagementmaturitymodelthathelpsyouevaluateyourITorganizations
financialmanagementpracticereadinessforthecloudtransformationandbuildacloudreadyITfinancialmanagement
processimprovementroadmap.

BestPracticesorJustCommonPracticesHowtoTelltheDifferenceWorkshop(Pulaski) 1
(AM,CABC,FMBP,FPBR,GFM,PMB)
N.DeanMeyer,President
NDMA,Inc.
Manysocalled"bestpractices"arenothingmorethancommonpractices.Howcanyoudiscernthedifferencebetween
trulytherightthingtodo,andsimplywhateverybodyelseisdoing?AsStephenCoveysaid,"Beginwiththeendinmind."
Ifyouhaveaclearvisionofhowfinancialandresourcegovernanceprocessesaresupposedtowork,thenyoucanevaluate
specificpracticesthatindustrypunditsmayrecommendinthatcontext.Furthermore,avisionofthedestinationcanhelp
youformulateyourITFMstrategy,anddesignsolutionstoneartermchallengesasstepsinanevolutionarypathtoward
thatendstate.

DrawingonMeyer'snewbook,InternalMarketEconomics,thisworkshopdescribesaguidingvisionandasetof
practicalprinciples,andthenappliesthemtodescribehighlyeffective,nonbureaucraticprocessesfor:
Chargebacksandshowbacks

Handout#

Allocations
Portfoliomanagement
Budgeting
Servicecostmodelingandratesetting
Fundingforinfrastructure,innovation,andenterprisewideservices
Costmanagement
Downsizing
Sharedservices
Outsourcing
Unfundedmandates
Managementfinancialmetrics
Bringyourquestions,yourcurrentprocesses,andyourITFMprojects,andwe'llexaminetheminlightofthevisionand
principles,andtogetherfigureoutwhatthereal"bestpractices"are.

11:45a.m.12:50p.m.

BuffetLunchnotavailabletospouse/family(Atrium)

1:003:45p.m.

ITFinancialTechniquesforPlanning,Controlling,PricingandDecisionMakingWorkshop(Johnson) 2
(AM,CABC,FMBP,FPBR,GFM,PMB)
CharlesJohnson,PresidentandCEO
CNJohnson&Associates,Inc.
ITCostMeasurementTechniques:ThissessiondescribesthevarioustypesofITcostsrequiredforfinancialplanning,
controlling,pricing,evaluation,anddecisionmaking.Examplesofhowtocomputethesevariouscostswillbeillustrated
(e.g.,resourcecosts,activitybasedcosts,product(businessunit)costs,decisionmakingcosts,etc.).
CapitalBudgetingTechniques:Thissessionexplainsthetoolsandtechniquesforevaluatingcapitalbudgetdecisions:
costbenefitanalysis,paybackperiod,simplerateofreturn,netpresentvalue(NPV),internalrateofreturn,NPVProfile
(graphicalanalysis),
TotalCostApproach,IncrementalCostApproach,andpostauditofinvestmentprojects.
SpecialChargebackCostingTechniques:Thesessionconsidersalternativemethodsforhandlingspecialbillingissues:
excesscapacityorperformancereserve,peakorshiftprocessing,levelsofservice,andsingleversusmultiplerates.The
topicsincludetheoreticalandpracticalapproaches.

TransparencyasaToolforFinancialAnalysis&ReportingWorkshop(OglethorpeAB)(AM,CABC,FPBR,GFM,PMB)CLT
NancyBraun,CEO
ThavronSolutions
Fulltransparencycanbefrighteningforthoseunaccustomedtoworkinginthisway,butinthecurrentclimateof
transformationandefficiency,itistoopowerfulofatooltobeshunned.Thisworkshopwillcovertherangeofknowledge
neededtosucceedinanatmosphereoftransparency,andhowtoencourage/growthepolicy.Wewillstartwithhowto
choosewhattoshare(internally,externally,byorganizationallevelandstafflevel),howtobuildcontextsensitive
Dashboardswithcomplexsecurityandinteractivity,howandwhentodistributefinancialinformation.Wewilllookatreal
lifepitfallsandroadblocksandhowtoavoidthemforyourinitiatives.Ifyouaretrackinganyefficiencyorcostsavings
initiatives,orifyouarelookingfortoolsthatcanhelptosurfacenewopportunitiesforcostsavingsintheservicesyou
providetoday,thisworkshopwillempoweryoutoleveragetransparencyasyournewestpowertool.

ITManagedService(Outsourcing)BusinessCaseWorkshop(Pulaski)(AM,FPBR,GFM,PMB) CLT
MichaelClark
EMCConsulting
Intodaysdynamicenvironmentofbudget,timetomarketandresourceconstraints,manycompaniesarelookingto
outsourcesignificantportionsoftheirIT(andother)BusinessUnits.Thisrequiresstrategicdecisionmakingbasedon
completeanddependablebusinesscaseanalysis.Failuretoprepareandincludethefullrangeofcostswillresultina
flawedbusinesscaseandmissedcommitments.Thisworkshopwillexposeyoutothefullrangeoffactorstobeconsidered
indevelopingamanagedserviceoutsourcingbusinesscaseandanapproachto:
Definemanagedserviceanditsimplicationsonthebusiness
Identifyoutsideassistancerequiredforasuccessfulinitiative
AssemblecurrentstateinformationfortheRFPanddevelopabasecaseforanalysis
Preparefordiscussionswithpotentialsuppliers
Handout#

Accountfornonobviousandhiddencostsassociatedwithanoutsourcingeffort

Tuesday,July9

6:45-7:50 a.m.

ConferenceRegistrationandRefreshmentsforCoffeeBreaksAllDay(JohnsonMezzanine)
and
FullBreakfastBuffet(Atrium)

8:0011:45a.m.

WhatDoesandDoesNotWorkAmongtheVariousITFinancialDisciplinesSeminar(OglethorpeAB) CLT
(AM,CABC,FMBP,GFM,ITIL,PMB)
PennyCollen,ConsultantITFinanceandChargeback
ThisseminarisafrankdiscussionofavarietyoftopicsintheareaofITfinancialmanagementandcosttransparency.
Whichapproachesreallywork?Thiswillincludetimeforyoutobringforwardquestionsaboutareasofconcernor
confusion.Topicstobereviewedwillincludebutnotbelimitedto:
Mainframecostmodels
Distributedusagebasedchargeback
Maximizingimpactfromchargeback
RunningITasabusiness
ITILDemandManagement
ITILServiceManagement
ITILChargebackrequirements
Financialreportingandscorecards
Drivinguserbehavior
Assetmanagement
Cloudservicesandcharging
Benchmarksandratecomparisons

ITHardwareandSoftwareAssetManagementOverviewandProceduresWorkshop(Johnson)(AM,GFM) CLT
HowardHastings,ManagingPartnerandIAITAMFellow
OptimalAssets
CapturingandIntegratingAssetProcurementDataintoYourITAMProgram:PropermanagementofITassetsideally
beginsatthepointofacquisition.Processesthateffectivelycaptureandutilizeearlystageprocurementinformation
representasignificantportionoftheoverallbenefitofendtoendITAMprograms.Onceimplemented,it'sfarlesscostly
thantryingtopiecetogetheracompletepicturebasedoninformationscatteredaboutinspreadsheets,filecabinets,orthe
locallandfill.Thetaskmayseemdaunting,buttherewardscan'tbeunderstated.Wewilldiscusswaysofexpandingyour
ITAMprogramtoencompassearlydatacollection,andexploretheresultingdownstreambenefitsintermsofasset
discovery/identification,complianceanalysis,change
management,assetretirement,andmore.
AchievingGreaterSAMValuewithExternalSoftwareProductInformation:WhilecommerciallyavailableSAMtools
andinternalprocessesaredesignedtosupportidentification,tracking,usagemeasurementanddefinitionofpurchasing
dataforthesoftwareassetsinyourenvironment,mostrelysolelyondatadiscoveredwithintheorganization.Manufacturer
partnumbers(SKUs)andProductUseRights(PURs)areexternalmarketinformationthatsignificantlyenhanceslicense
complianceandoptimizationefforts.Wewilldiscusshowthisinformationcanbeusedtoimproveyourprogram,aswell
asdescribeboththepubliclyandcommerciallyavailablesources.

ITCostManagementAssessmentwithaBusinessValueFocusWorkshop(Pulaski) 3
(AM,CABC,FMBP,FPBR,GFM,PMB)
TonyTimbol,VicePresident,Sales&Marketing,DavidConsultingGroup
andCatherineCrowley,ResearchFellow,InnovationValueInstitute
CostManagement,tobeacompetitiveweapon,hastodomorethanjustcalculateTotalCostofOwnershipandother
measures,importantastheyare.CostManagementhastoconnecttheotherfinancialcapabilitiesofthebusinesstoproduce
andrealizeBusinessValue.WhatisthepointofCostManagementifitdoesnothelpyoucompeteinthemarketplace,
otherwiseitsjustrecordkeeping.TheITCapabilityMaturityFramework(ITCMF)providesauniqueBusinessValue
focusonmanagingtheITbudgetandmanagingITforbusinessvalue.Thishalfdayworkshopisdesignedtohelpyou
understandwhatbusinessvalueyourITCostManagementactivitiesandcapabilitiescouldcontributetothebusinessto
Handout#

helpitsucceed.TheITCMFprovidescompleteandcomprehensivecoverageofallITcapabilitiesinabusiness.Itallows
organizationstoassessmajorstrategicbandsofperformance.ThisworkshopfocusesontheITCostManagementbandof
performancetoprovideparticipantsanunderstandingofhowmatureorganizationsleveragetheirITCostManagement
functionstocreatebusinessvalue.Theworkshopreviewsthefollowingkeyfinancialcapabilities,theirlevelofmaturity,
theirintegration,whatbenefitscouldbecontributedtothebusiness,theirbestpractices,outcomesandmetrics:
TotalCostofOwnership
AccountingandAllocation
BudgetOversightandPerformanceAnalysis
BudgetManagement
FundingandFinancing
PortfolioPlanningandPrioritization
BenefitsAssessmentandRealization

11:45a.m.12:50p.m.

BuffetLunchnotavailabletospouse/family(Atrium)

1:003:45p.m.

FinancialAspectsofRunningITLikeaBusinesstoDemonstrateValueWorkshop(OglethorpeAB) 4
(AM,CABC,FPBR,GFM,PMB)
RonBradley,VPofFinancialManagementConsultingandBorisPevzner,President
Lontra
ThishandsonworkshopaddressesthefoundationofprovingITvalueviaimplementationofaRunningITLikea
Businessframework.Theworkshopspecificallycovers:(1)definingServices,(2)calculatingtheunitcostofdelivering
everyservice,and(3)managingtheserviceunitcostsonanongoingbasis.TheimplementationoftheRunningITLikea
BusinessframeworkenablesITmanagementtoreadilyseparatetrendsinserviceunitcostsfromfluctuationsinservice
demand.Theunitcostscanthenbebenchmarkedagainstindustrypeersorexternalmarkets.IfITserviceproviderscan
deliverserviceswiththesamequalityandatmarketcomparableunitprices,thisprovidesameasurableindicatorof
ITvalue.Developingdriverbasedplanningusingunitcostmodelingthenenablesongoingcostmanagement,sustaining
yearoveryearcomparabilitywithmarketbasedbenchmarks.Thisworkshopwillgiveyouvaluableinformationon:
RunningITlikeabusiness
DefiningITservicesanddevelopingaservicecatalog
Designingandimplementingaconsumptionbasedservicecostmodel
Developingadriverbasedforecasting/planningdiscipline
Implementingunitcostmanagementandongoingbenchmarking
MakingservicecostingtransparenttoITmanagersandbusinesspartners
CreatinganeffectivecostmanagementdisciplineintheITorganization
DefiningtheroleofServiceManager
Theworkshopwillbestructuredtoprovideyouwiththeknowledgetobeginimplementinganeffectiveserviceportfolio,
unitcosting,pricingandplanninginfrastructureforyourITbusiness.Youwillgetadviceandexamplesfromyour
workshopleadersandwalkawaywiththeknowledgethatwillenableyoutoimmediatelybeginthetransformationto
runningITlikeabusiness.

CostModeling,Chargeback,CostAllocationandUnitCostingSeminar(Pulaski)(AM,CABC,FPBR,GFM)
PennyCollen,ConsultantITFinanceandChargeback
CharlesJohnson,President,CNJohnson&Associates
Thisisanopportunitytogetyourcostmodeling,chargeback,costallocationandunitcostingrelatedquestionsanswered
byleadingexpertsandbyyourpeersandfellowpractitionersinthisdiscussionforum.Hearwhatthediscussionmoderators
haveseenworkandnotwork,whetheritdealswithwhy,howandwhatcostsaredevelopedandusedforpurposesof
ITfinancialplanning,controlling,pricingordecisionmaking.Bringyourquestionsandissuesthatyouarewrestlingwith
atworkanddiscussthemwiththeotherpractitionersintheaudience.Hereisachanceforthoseofyouwithextensive
experiencetoshareyourlessonslearnedwithcolleaguesinyourprofession.

WorkingwithYourLegislatureonITFinancialIssuesSeminar(Johnson)(AM,FPBR,GFM) 5
KarlynnOShaughnessy,SeniorFiscalAnalyst
StateofNorthCarolina
Haveyoueverwonderedhowbesttoworkwithmembersofyourstatelegislaturetoaccomplishyourorganizations
goals?Whatcanseemlikeasimpleprocessrarelyeverturnsoutthatway.Thisseminarwillexaminehowlegislatures
Handout#

operateandhowyoucaneffectivelybeapartoftheprocess.Therolesandresponsibilitiesoflegislativemembersand
staffwillbediscussed.Youwilllearnhowtosuccessfullynavigateyourstateslegislatureandavoidcommonpitfalls.
Thebudgetprocesswillbereviewed,withanemphasisoninformationtechnologyissues.Theimportanceofthorough
planningwillbeaddressed,andyouwillhavetheopportunitytodevelopandexplainyourownapproach.Thisseminar
willbeusefulforbothgovernmentattendeesandvendors.

WorldofITFinancialManagementConferences
____________________________________________________________________________________________________

ITFinancialManagementforControllers&CFOsConference
ITFinancialPlanning,Budgeting&ReportingConference
ITAssetandExpenseManagement
GovernmentITFinancialManagementConference
________________________________________________________________________

SavannahMarriottRiverfrontHotel
Savannah,GAJuly1012,2013

Copyright2013.Allrightsreserved.Material,inwholeorpart,containedinthispublication
maynotbereproduced,distributedorusedforanypurposeswithoutpermissionofITFMA.
ITFinancialManagementAssn.POBox30188SantaBarbara,CA93130(805)6877390

Handout#

Wednesday,July10

6:45-7:50 a.m.

ConferenceRegistrationandRefreshmentsforCoffeeBreaksAllDay(SavannahDFoyer)
and
FullBreakfastBuffetsponsoredbyNicusSoftware,
aleaderinITFinancialManagementSolutions(Atrium)

8:00a.m.4:00p.m.

ConferenceExhibitors(BallroomDFoyer)
PleasedropbytheexhibittablestosayHiandlearnhowyourITorganizationcanbenefitfromtheITsoftware
productsandservicesoftheseindustryleadingcompanies:
ComSci,LLC(ITCostTransparency/Fin.Mgmt.Solutions)
HP(BuildingITFMintoPerformanceManagement)
KPMGLLP(ProfessionalServicesFirm)
NDMA(Consulting/Software,MarketbasedResourceGovernance)
NicusSoftware(ITFinancialManagementSolutions)
VMware(ITCostManagementandVisibilitySolutions)

8:008:45a.m.

KeyChallengesFacingTodaysITFinanceOrganizations(SavannahE)(AM,CABC,FPBR,GFM,PMB) CLT
RobertMischianti,VicePresident
NicusSoftware,Inc.
TheappetiteforITfinancialdataandanalysiscontinuestogrow.ITFinanceorganizationsarechallengedtobalance
producingaccurateandactionableoutputswithkeepingthecomplexityoftheprocessesanddatatoaminimum.Thisis
justoneexampleofthemanychallengesfacingITFinance.Wewillreviewkeychallengesanddiscussthemeasurestaken
totacklethem.

ClosingtheBudgetLoop(SavannahC)(FMBP,FPBR,GFM) CLT
JulienNadaud,FounderandCEOandCustomerRepresentative,TBD
bpackinc.
Thissessionsetsoutbestpracticesthatwilloptimizeyourbudgetmanagementprocessandimpactnotonlyprofitsbut
theoverallsalesofyourorganization.Inthefirstpartofthissession,youwilllearnhowtodrivebetterbudgetplanning
andbetterexecution.Inthesecondpart,wewillexaminehowtomanageoperationsagainstbudgetandhowitcanbenefit
organizations.Thankstothepresenceof[customerrepresentative,TBD],wewillillustratealternativesolutionsthat
[theclient]hasimplemented,leadingtobetterbudgetmanagementandbetteroverallefficiency.

AgileImplementationofITFMToolsandProcesses(SavannahD)(AM,GFM) CLT
EdwardBrown,SeniorConsultant
ZunaInfotech
You'veheardofAgile,butdoesitapplytoITFM?Thistalkwillshowyouwhytheanswerisyesandhowtotake
advantageofthisbroadsuiteofconceptsinawaythatfitsyouandyourorganization.ExplanationsinplainEnglishwill
begivenforAgileandspecificpracticeslikeScrum,XP,LeanandKanban,puttingintoperspectivewhatthismovement
meanstoprojectmanagementandfacilitatingchange.Thetalkwillthenfocusonthenewfrontierofapplyingagile
methodsintheimplementationofbusinessintelligenceandanalyticsolutionsforITFM.

9:009:45a.m.

TheTopFiveBestPracticestoReduceYouCompany'sITSpendandAchieveanROI
fromYourITFMEfforts(SavannahE)(AM,CABC,FMBP,FPBR,GFM) CLT
BrianStedman,VicePresident,ProductManagement
ComSci
ThissessionwillsharethetopfivewaystooptimizeITresourcesthatimpactbothtopandbottomlinesinyour
organizationandtoeffectivelycommunicatethevalueofITthroughouttheorganization.Thissessionisa"mustattend"
forITexecutives(CIO/CFO/InfrastructureDirectors)whoarelookingforthetop5takeawaysfromthisyear'sconference
thatcanbeusedrightaway.RunningITLikeaBusinessisacommonlyexpectedpracticeofeveryClevelexecutive
Handout#

CEO,CFO,andCIO.Yet,deliveringROI,creatingmeaningfulbudgets,producingunderstandableITproductsand
servicesorjustsimplysendingoutaninvoicetoonescustomers,isnotaseasyasitseems.Onceyouvedecidedwhich
costcategoriesaretobebornebyaclient,youthenhavetoputinplaceamechanismfortransferringthesecostsalong
withagoodexplanationfromITtothebusiness.Costallocationorinternalbillingbasedonactualconsumptionofhuman
andtechnicalresourcesarefairer,moreobjectiveanddespitepopularmyth,notasexpensivetoimplementthanthebenefit
derivedfromit.

TheITFinancialManager,aka,ForeignLanguageInterpreter?(SavannahC)(AM,FPBR,GFM,PMB) CLT
CarissaAlbers,VicePresident
CommerceBank
Whenyoutookthisjob,didyouexpecttobeaforeignlanguageinterpreter?ActingasaliaisonbetweenITandthe
businesssideofyourcompanyisasignificantpartofthejob.It'slikebeingthearbitratorbetweentwocountriesthat
havedifferentcultures.Eachcountryisuniqueandyourjobistoensurebothpartiesneedsaremetwithinthelimitations
ofyourhumanandtechnologyresources,yourcorporatepoliciesandyourcompanyculture.Yoursolutionclearlyhasto
beformulatedspecificallyforyoursituation.Wedonothaveasophisticatedsystemortools.Thereisnobudgetfor
budgeting.Thisisntbestpractices,butweareusingwhatwehaveandlivingreasonablyeffectivelyinourown
environment.Thisisareviewofhowwe'veevolvedourbudgetprocesstomeetCorporateFinanceandITexpectations
withinouruniquelimitations.

TheViewofFinancialManagementinaServiceEconomy(SavannahD)(AM,CABC,FMBP,FPBR,GFM,ITIL) CLT
PennyCollen,ConsultantITFinanceandChargeback
ITILmentionsmanylinkstofinancialmanagementinitsjourneythroughServiceManagement.Thissessionreviewsthe
guidanceinITILandsuggestspracticalwaystobringyourfinancialprocessesintoalignmentwithservicemanagement.

10:0010:45a.m.

IDC's2013ChiefFinancialOfficer(CFO)Predictions:EmergingIssues
DrivenbytheITFinancialFootprint(SavannahE)(AM,FPBR,GFM,PMB) 6
JosephPucciarelli,VicePresident&ITExecutiveAdvisor
IDC
ForCFO'stheirworstproblemsaretypicallytheonestheydonotknowaboutordidn'tseecoming.Intoday'spresentation,
weexplorearangeofemerging,ITrelatedfinanceissues,sharecasestudiesandprovideguidanceonemergingITfinance
issuesincludingcloudcomputing,bigdata/predictiveanalytics,mobilityandsocialbusinesstechnologies.Wewillalso
discussthe10mostcriticalITfinancialmanagementtopicscrucialtoyourCFO'sagendain2013.

ITPlanningandBudgetinginHealthcare(SavannahC)(AM,FPBR,GFM,PMB) 7
JohnJarvis,Director,ITFinance
MolinaHealthcare,Inc.
CanwepredictInformationTechnologyspendyearlybasedonsomethingotherthanPerMemberPerMonth(PMPM)?
HealthcarehasalwaysusedPerMemberPerMonthasameasurementofsuccess.Providingqualityofservicesto
membersatalowrateisdifficultwhenadministrativecostsarethroughtheroof.MuchofITbudgetinginHealthcareis
basedonprojectedmembershipgrowth,andalthoughthismakessenseformostoftheadministrativeareasinhealthcare,
ITisdifferent.ITcontinuestohaveanincreaseindemand,increaseintechnology,andadecreaseinfunding.Comesee
howIhavechallengedthismethodofpredictivespendinginITtolookatotherandpotentiallybetteroptionsfor
controllingITcosts.

OverviewofCloudServiceFinancialManagement(SavannahD)(AM,CABC,FMBP,GFM) CLT
KhalidHakim,CloudOperationsArchitect
VMware
ThissessionwillfocusonthebasicconceptsofcloudITservicefinancialmanagementbestpracticesandhowyoucan
enableasustainablecloudservicefinancialmanagementpractice.ThegoalofthissessionistoraisetheITFMpractitioners
awarenessaroundthekeyconsiderationsinthecloudcomputingspaceanddiscusshowtotransformfromtraditional
ITfinancialmanagementtoacloudservicesenabledcostingmodel.

Handout#

11:0011:45a.m.

PoorRobert:TheStoryofaCIOWhoFollowedIndustry"BestPractices"(SavannahE) 8
(AM,CABC,FMBP,FPBR,GFM,PMB)
N.DeanMeyer,President
NDMA,Inc.
Sometimes"bestpractices"arenothingmorethanwherethelemmingswentyesterday!RobertisafictionalCIO
(acompendiumofreallifeCIOs)whofollowedallthecommonpracticeswe'veseen.Andateveryturn,hisbestefforts
backfired,creatingmoreproblemsthansolutions.Laughorcry,thisstorywillhithome.Itillustratesmistakestobe
avoided,andsuggestscriticalthinkingabout"bestpractices"andopenmindednessaboutnewapproaches.Itliftsyouout
oftheweeds,inducingamorestrategicapproachtoITfinancialmanagementsystemsandprocesses.Thissessioncovers:
Preparingthebudget
Allocations
Prioritysetting
Servicedelivery
Alignmentandgovernance
Costcutting
Outsourcing
Sharedservicesconsolidations
Help!WhatcanpoorRobertdo?

CostManagementofInfrastructureProjects(SavannahC)(AM,FPBR,GFM) CLT
BethanyMatejin,ControlPortfolioLead
ProgressiveGroupofCompanies
Everyorganizationfacesupgradestotheirinfrastructureonaperiodicbasis.Theseupgradeshaveuniquechallenges
suchasvendordependencies,change/implementationwindows,andriskresultingfromunsupportedequipment.This
presentationwilladdressthechallengesfacedbyfinancialmanagementofinfrastructureprojectsthatcomefromboth
internalandexternalsourcesandprovidetipsonovercomingthosechallenges.Wewillalsogooverhowtoensurethat
benefitsarerealizedasaresultoftheproject.

UnionPacificRailroadITCaseStudy:
BuildingaServiceCatalogandConsumptionBasedServiceCostModel(SavannahD)(AM,CABC,GFM) CLT
ThomasMilone,SeniorManager,ProjectManagementServices
UnionPacificRailroad
InMay2012January2013,wedesignedandsuccessfullyimplementedaservicecatalog,servicebasedcosting,and
businesspartnershowbacksolution.Duringthissession,wewillshowyouhowwe:
Scopedandstaffedtheproject
SecuredbuyinfromITleadership
Designedandbuilta3tieredITServiceCatalog
Designedandbuilttheservicebasedcostingmodelforthecatalogedservices
Establishedongoingtransparencyandcostmanagementprocesses
CommunicatedthebenefitsofthesolutiontoourBusinessPartners
UnionPacificITmanagersandBusinessPartnersnowhaveinsightintoconsumptionandunitcostdataforover200
services(internaltoIT,infrastructure,andbusinessfacing),includingtheTotalCostofOwnershipofover100specific
applications.Seehowitwasdone!

11:4512:50p.m.

BuffetLunchsponsoredbyComSci,aleaderinAutomatedITFinancialManagementSolutions(Atrium)
SeatingbyAreaofResponsibilityandInterestnotavailabletospouse/family
(numberofdesignatedtablesinparentheses)
AssetManagement(1) Financial&CostAnalysis(1) FinancialPlanning&Reporting(3)
Chargeback&CostAllocation(2)OverallFinancialManagement(2)GovernmentFinancialManagement(2)

Handout#

1:001:45p.m.

ITFinancialManagementOverview(SavannahE)(AM,CABC,FMBP,FPBR,GFM,PMB) 9
CharlesJohnson,PresidentandCEO
CNJohnson&Associates,Inc.
Atrulyeffectivetechnologyenterpriseneedstointegrateavarietyofimportantfinancialdisciplinestoprovidetheirclient
communitywithTotalTechnologyFinancialManagement.Strategicplanning,capitalbudgeting,projectplanning,project
evaluation,projecttracking,expensebudgeting,expensereporting,activitybasedcostingandmanagement,productand
servicepricing,chargeback,resourceplanning,assetmanagement,benchmarking,andbalancedscorecardallwillbe
discussedduringthistwohoursessionastheessentialelementstoTotalTechnologyFinancialManagement.

ComparingOnpremise,CloudorHybridOptionsforIT(SavannahD)(AM,CABC,FPBR,GFM,PMB) CLT
MarkBradley,SeniorProductManager
HPSoftware
Howdoyoumakeanapplestoapplescomparisonwhenwhatyouhaveareorangesandbananas?Thefinancial
measurementandmanagementofonpremiseITsystemsisverydifferentfromwhatisofferedbycloudserviceproviders.
Sohowdoyouanswerquestionsfromyourbusinesscolleaguessuchas"whydoweuseaninternalsystemversus
somethingfromAmazon",or"howmuchwillitcosttoadd25userstothisserviceandaddanewapplication?"
Historically,financialreportingforIThasbeenintermsofITcostcentersandintendedpurelyforITeyes.NowITneeds
tobemoreaccountableandshowhowtheiractivitiesalignwiththebusinessintermsthebusinesscanunderstandlike
servicesandutilization.Inthissession,wewilldiscusshowITcanbuildaservicebasedviewofITcostsforchargeback
andshowbackandalignmentwithusageandotherbusinessperformancedata.

HowToDoITChargeback(SavannahC)(AM,CABC,GFM) 10
PeterHidalgoJr.,SeniorManager
Ernst&Young
ThispresentationcoversthekeycomponentsofhowtodesignandimplementaneffectiveITchargebackprogram.Key
topicswillincludeguidingprinciples,thevarioustypesofchargebackmodels,theadvantagesanddisadvantagesofeach,
andareviewofourchargebackdevelopmentmethodology.

2:002:45p.m.

ITFinancialManagementOverview(continued)(SavannahE)(AM,CABC,FMBP,FPBR,GFM,PMB) 9(cont.)
CharlesJohnson,PresidentandCEO
CNJohnson&Associates,Inc.

CostTransparencyforITManagedServices(SavannahC)(AM,CABC,FPBR,GFM) 11
MichaelDavis,President
ResourceGuidance,Inc.
Formanyorganizations,theindividualbusinessunitsprovidetheirownservicesandusethecentralITgroupforrelated
support.Whilethisdistributeduseofresourcesiseffective,itiscostlyandisgrowingoutoffavor.Thecurrenttrendis
torelocatetheautonomousbusinessservicesintoacentrallocationandhavethemmanagedbyasinglegroup.Thisis
forcingsomeITgroupstoprovideManagedServicesforthefirsttime.ITwillnowincurtheresponsibilitytodeliver
servicestothebusinessunits,andtominimizetheassociatedcosts.Thisrequirestheuseofacentralizedplatform(such
asaSoftwareDefinedDatacenter)andinjectsanewcomplexityforusingsharedresourcesamongmultiplebusinessunits.
Theabilitytoidentifywhoisusingwhat,andatwhatcostwillbeessential.Inthissessionwewill:
DefinewhatisITManagedServices
DefineaplatformforITManagedServices
DiscusstheServiceCatalogandCostAllocationissues
Discusstheimplicationsforbudgetsandforecasts
DiscussamodelforITCostTransparency
AtthecompletionofthissessionyouwillhaveagoodunderstandingofITManagedServicesandtheassociated
requirementsforCostTransparency.Thiswillassistyouindevelopingaplanforcentralizedservicesalongwiththe
abilitytomanagethecostoftheseservicesinabusinessmanner.

Handout#

HowToOutsourceITInfrastructureSoThatItMeetsYourGoals(SavannahD)(AM,GFM,PMB) 12
JonMaxim,President
MaxelerateSystemsLtd.
Afterconsultingwithover100oftheFortune500corporations,wehavenoticedthatnoneofthemissatisfiedwiththeir
outsourcedITinfrastructure.SomuchsothatwehavenoticedatrendtoseriouslyconsiderbringingtheirITinfrastructure
backinhouse,whichsomehaveactuallyaccomplished.Whilesomeindividualshaveexpressedsatisfaction,theyhave
usuallybeenthosewhohadastakeinshowingthattheoutsourcerisperformingcorrectlywhiletherestoftheorganization
isdissatisfied.Thispresentationisbasedonourexperienceinhelpingmanyorganizationsimprovetheperformanceofthe
outsourcer.Itwillshowyouarationalandlogicalprocessthatcoversinfrastructureoutsourcingfromtheinitialdecision
makingthroughtoselection,transitionandongoingimplementation.

3:003:45p.m.

ToInfinityandBeyondTheImpactoftheFutureofTechnologyonYourJob(SavannahC)(AM,GFM,TFM) 13
RobertStroud,VicePresident,ServiceManagement
CA,Inc.
Technologychangecontinuestoaccelerate;bringingwithitnewcapabilitiesarisingfromareassuchasbigdata,cloud,
consumerization,mobile,andsocial.Thepaceofchangeforbusinessesisalsoaccelerating.Thisisdrivenbydemanding
consumers,newcompetition,globalization,economicfactors,andchangingregulations.Thecombinationoftheseforcesis
leadingtobusinessareasrelentlesslypursuingfastertimetomarket,lookingtotakeadvantageofnewmarketopportunities,
andseekinggreaterautonomytoselect,design,andimplementtheirownsolutionstosatisfytheirownneeds.Businessis
demandingfasterdecisions,minimumcoordinationoverheadwithoutlosingbenefits,andgreaterflexibilitytochange
directionandpursueopportunities.Organizationsthatexhibitthesequalitiesaredeliveringgreatermarketandbusiness
success,andtheorganizationsthatdont,willloseouttothosewhodo.Asallthesebusinessandtechnologychanges
intersectinIT,ITseesthechallengeofcontinuouschangeasitseekstobalancethegoalsofresponsivenesstobusiness
andcontrolofrisk.Thissessionwillexploretheintersectionoftheforcesofchange,theirimpactonyou,yourrolesand
howthenewknowledgeworkerwilldemandthedeliveryofcapabilities.

FundingITforImplementationoftheAffordableCareAct(SavannahD)(AM,CABC,FMBP,FPBR,GFM) 14
KennethHoffman,Principal
KennethF.Hoffman,Inc.
Healthcarereformisnolongeramaybethenewhealthinsuranceexchangesareonlymonthsawayfromoperationand
informationtechnologyiscentraltotheirsuccess.InOctober2012theU.S.DepartmentofHealthandHumanServices
finallyissueddetailedguidanceoncostallocationrequirementsrelatedtothefundingofstatebasedinformation
technologysystemsforstateoperatedhealthinsuranceexchangesundertheAffordableCareAct.Thereremainsan
importanttimelimitedexceptiontothestandardcostprinciplesthatexpiresinDecember2015anopportunityof
considerablebenefittostateswhichpotentiallymakesavailablemillionsinFederalfundsforcorecomponentsofhealth
programeligibilitysystemdesignanddevelopmentcosts.Thissessionfurnishesthecriticalguidancestatesneedtotake
fulladvantageofthesefundingopportunities.

TheRulesHaveChanged:WhatYouShouldKnowAboutStandardsand
RegulationsAffectingSAMandITAssetManagement(SavannahE)(AM,FMBP,FPBR,GFM) CLT
HowardHastings,ManagingPartner
OptimalAssets
We'veallheardoftheseeminglyendlessstringofacronymsthatcomprisethealphabetsoupoflaws,regulationsand
standardsthatwe'vebeentoldwemustfollow:SAS70,SarbanesOxley,Title17,HIPAA,FDACFR21Part11andthe
ISO/IEC19770standardseries.ButwhatdotheyhavetodowithhowyourunyourSoftwareAssetManagement(SAM)
andITassetmanagementprogram?Thissessionwillcutthroughthemarketinghypeandlegalesetoexplaininsimple
businesstermswhatyoushouldbeconcernedaboutandhowitappliestothepracticesandtechnologiesatyourorganization.

3:454:45p.m.

BookSynopsis:InternalMarketEconomics(SavannahD)(AM,CABC,FMBP,FPBR,GFM,PMB)
N.DeanMeyer,President
NDMA,Inc.
ThisjustreleasedbookbringsbreakthroughthinkingtoITfinancialmanagement.Byapplyingcommonsenseprinciples
ofmarketeconomicsinsideoforganizations,itdescribesavisionofhowresourcegovernanceprocessesshouldwork,
andhowtransformationaltheycanbebothwithinITandintheorganizationsrelationshipwithitsbusinesscustomers.
Ittakesyourrolefarbeyondaccounting,toastrategiccontributortoClevelchallengeslike:
Handout#

"Youcosttoomuch(forthevalueweperceiveweget)" "Myallocationistoobig"
"Domorewithless"andmanagingexpectations "Yourenotalignedwiththebusiness"
"Wedonttrustyournumbers"andcosttransparency "Weshouldoutsourceyou"andfairbenchmarking
"Youdon'tneedallthattraining"andmicromanagement "Weneedtoempowerthebusinesstosetpriorities"

Andinthespiritofheadinthestars,feetontheground,itlinksbudgeting,catalogs,servicecosting(rates),chargebacks,
allocations,invoicing,portfoliomanagement,financialreporting,andmore,withinacomprehensivearchitectureof
systemsandprocesses,andsuggestsastrategyforimplementinghighlyeffectivefinancialprocesses.

Inthissession,Deanwillpresentaquicksynopsisofthebook.Then,youllhaveachancetointeractwiththeauthorand
otherpractitioners,andgetyourfirsteditioncopyofthebooksigned.(Thebookisavailablethroughouttheconferenceat
thespecialITFMApriceof$20.)

4:004:45p.m.

ComScisSoftwareLiveDemonstrationasaService&BusinessProcessasaServiceOfferingAlongWithaQuestion
&AnswerSessionwithaProminentCustomer(SavannahC)(AM,CABC,FMBP,FPBR,GFM,PMB)
BrianStedman,VicePresidentandJeffYoder,VicePresident
ComSci
ThissessionwillsharebestpracticesforhowtooptimizeITresourcesutilizingoneofthemarketssuccessfulsoftware
products.Throughthelensandtestimonyofaprominentandsuccessfulcustomer,attendeeswillbeguidedthrougheach
ofthefollowingBusinessasServicesolutioncomponents:
ITFinancialManagementFacilitatesthebudgetingandforecastingrequirementswithinanenterprise.Most
organizationsdothisviaExcel,whichisnotscalableorefficientandrepeatable.
ServiceCosting&BenchmarkingProvidesthecapabilitiestoallocateITdepartmentandGLcoststocustomers
products,servicesandapplicationfromtheirservicecatalog.
BillofITProvidesaviewofbusinessunitcoststoreporttothebusinessunitmanagementthecost,qualityandvalue
oftheITserviceseachbusinessunitconsumes.
Analytics,Reporting&WhatIfThesecapabilitiesareincludedforallmodulesandincludeanoutoftheboxset
ofstandardreports,graphsanddashboards;rate&whatifanalysis,asimpleandeasytousereportingandgraphwizard
tosupportfiltering,pivotinganddownloadcapabilities,andanexecutivedashboardmanagerwiththeabilitytocreate
individualandmultipledashboardsusingdraganddropfunctionality.

ITFinancialManagementBestPracticeswithVMwareITBMSuite(SavannahE)(AM,CABC,FMBP,FPBR,GFM,PMB)
ScottMoore,TechnicalMarketingManager
VMware
Inthissessionwelltalkabouthowautomatingtheprocessesofcollecting,aggregatingandallocatingITspendwith
commerciallyavailabletools,likethoseavailablefromVMware,enableITFMpractitionerstospendmoretimeanalyzing
spendandimprovingvaluedelivery.Thissessionwillinclude:
IntroductiontohowITFMtoolsworkdatagathering,allocations,reporting,andautomatingotherwisemanualprocesses
HowtogetstartedandhowlongitcantakebasedonyourorganizationsITFinancematurity
LivedemonstrationoftheVMwareITBusinessManagementsuiteincludingmodeling,computation,whatif,and
analysis
BestpracticesforgettingmorefromanITFMimplementationincludingusingpeerandindustrybenchmarks
WewillalsoincludereallifeexamplesofhowourcustomersareusingoursolutionstosolvetheirITFMchallenges.

5:007:00p.m.

VMwareITBusinessManagementReception(Atrium/Riverwalk)
VMwareinvitesyoutojoinusforsomedeliciousfood,refreshingdrinks,andinformalconversationsinarelaxing
atmosphere.Thiswillbeanenjoyableopportunityforyoutonetworkwithotherconferenceattendeesand(ifyoufeelso
inclined)learnaboutVMwaresITBusinessManagementSolution.

Handout#

Thursday,July11

6:457:50a.m.

ConferenceRegistration(SavannahDFoyer)
and
FullBreakfastBuffetsponsoredbyHPSoftware,
aleaderinBuildingITFMintoPerformanceManagement(Atrium)

8:008:45a.m.

SkillsetsandHowtoHireanITFM/TBMAnalyst(SavannahE)(AM,GFM) CLT
EdwardBrown,SeniorConsultant
ZunaInfotech
GettingtherightpersontodotheITFMand/orTechnologyBusinessManagement(TBM)analysisforyourcompanycan
bethedifferencebetweenhavingsomenicereportstolookatandproactivelytransformingyourbusiness.Ourcompany
hasbeenhiring,trainingandgrowingpeoplewiththeseskillsforseveralyearswithahighsuccessrate.Wewilldiscuss
howtoworkwithHRtofindtherightpeople,criticalskillsetstolookfor,personalitytraitsthatmakeadifference,and
sharesometechnicalassessmenttoolsthatputyoufivestepsaheadinhiring.Wewillalsocovertraining/growthandhow
toempoweryouranalysttohelpyou.

ModelingtheRelationshipBetweenServiceCosts,BudgetsandForecastsforAnalyticsandReporting(SavannahC)CLT
(AM,CABC,FPBR,GFM)
NancyBraun,CEO
ThavronSolutions
BasedonleadingITFMmodelingtools,wewilldiscussthebuildingofanintegratedsetofreportsandprocessesthat
allowedaleadinginsuranceanalyticscompanytotransformtoanITServicesmodelandcompletebudgetingbyservices
withimpacttothegeneralledger(GL),ratherthanbudgetingbyGLdirectly.Bymodelingtheprocess,itbecomeseasy
todo"whatif"explorationforproposedorganizational,infrastructureand/orserviceratechangesandimmediatelyseethe
impactnotonlytotheITBudgetbuttheimpactouttotheBusinessaswell.

ITConsolidationinMinnesota:MakingtheTransitionfromChartofAccountstoaServiceCostingModel(SavannahD)CLT
(AM,CABC,GFM,PMB)
KellyBerry,ITConsolidationFinancialAnalystandTonyRees,Manager,FinancialPlanningandAnalysis
StateofMinnesota
Duringthe2011StateofMinnesotalegislativesession,legislationwaspassedthatmandatedtheconsolidationofall
informationtechnologystaffandspendingundertheStateCIO.ThislegislationfurtherrequiredthatServiceLevel
Agreements(SLAs)beestablishedbyJuly1,2012witheachofthe67executivebranchagencies.Inordertoprovidean
estimateofthecostofITServiceswithineachagencysSLA,MN.ITServicesCentralworkedwith20agencyCIOsto
makethetransitionfromachartofaccountsfocusedproductcostingprocesstoaservicecostingmodel.Thestartingpoint
wasaServiceReferenceModelthatdefined4majorcategoriesofITservices:StandardITServices,Applications,Projects
andInitiatives,andITLeadership.Inthispresentation,youwillhearabouttheprocessfollowedandassumptionsusedin
mappingITrelatedcostsinthechartofaccountstoservices,aswellassubsequenteffortstodevelopanongoingIT
servicebillingmethodologythatmeetsagencyaswellasregulatoryrequirements.

9:009:45a.m.

WhySavingsDoNotReduceSpend(SavannahE)(AM,FPBR,GFM) 15
JonMaxim,President
MaxelerateSystemsLtd.
Howcome,themoremyITProcurementdepartmentsavesme,themoreweseemtospend?Weheardthisfromthe
frustratedCIOofalargeglobalcompany.Assooftenhappensinthesecases,thisledtoastudyofthespendpatternsin
theorganization.Whatemergedfromthisandotherinstancesthatwehavestudiedrevealedasurprisingsetofconclusions.
Thispresentationwillgiveyouanoverallperspectiveonthisissueastoitsreasons.Itwillthengiveyouanoverviewof
thestepstotaketoensurethatsavingsachievedinnegotiationwithsupplierstranslatesintospendreductions.

Handout#

ApplyingPrinciplesfromaRollingForecasttoITFM(SavannahC)(CABC,FPBR,GFM) CLT
JasonByrd,StrategicAdvisoryServicesPartner
RPCSolutions,LLC
WeallknowthatamajorcomponentofITFinancialManagementcanbedefininganorganizationsITServicesandthen
determiningtheirassociatedITchargebackrates.However,becauseacompanyschargebackprocessissointrinsically
tiedtoitsbudgetingprocess,manyofthelimitationsandtrapsoftraditionalfixedbudgetscanmanifestindifferentways
andtermsinsideanITorganization.Thissessiondiscusseslessonslearnedonhowtheannualbudgetingcyclecanlimit
ITChargeback.

CloudEconomics:WhichCloudisRightforYourOrganization?(SavannahD)(AM,CABC,FPBR,GFM) 16
MaryLouAlter,SolutionPartner
EMCConsulting
OrganizationsareincreasinglyincludingcloudintheirITdeliverystrategies.Theyaremotivatedbytheneedtoincrease
agilityandscalabilitywhilereducingcostofservice.Clouddecisionsarenotblackandwhite,buthighlydependentonthe
profileofbothusersandservices/applications.Asaresult,manyorganizationsareadoptinghybridcloudmodelsthat
providethemflexibilityandamigrationpathforlegacyapplications.Whatmaysurpriseyouisthatapubliccloudisnot
alwaystheleastexpensive.Inthispresentationwewillcomparethefinancialimpactofvariouscloudmodels.

10:0010:45a.m.

IDC's2013ChiefInformationOfficer(CIO)PredictionsandOutlook:
LeadingintheEraofBusinessProductivity(SavannahE)(AM,FPBR,GFM,PMB) 17
JosephPucciarelli,VicePresident&ITExecutiveAdvisor
IDC
ITfinancialmanagersstruggletobringstructure,planningandfinancialdisciplinetothesometimesunrulyworldofIT.
ThispresentationprovidesabusinessoverviewofthecriticaltrendsshapingtheCIO'sagenda.Overthenextdecade,
organizationswillharnesstheinvestmentsaroundcloud,mobility,bigdata/analyticsandsocialbusinesstechnologiesto
reduceorganizationalcosts,improvebusinessprocesses,introducenewproductsandservices,andbetterserveexisting
customers.WiththesetechnologyinvestmentscomefundamentalchangesintheroleofITandtheCIO,aswellasthe
roleofbusinessinthestrategicuseoftechnology.JoinusaswediscusshowtheroleoftheCIOwillevolveintheera
ofbusinessproductivityandwhatitmeansforITfinancialmanagers.

BestPractices:WhyBusinessPlanning,Budgeting,RateSettingandServiceCatalogsareAllOneThing(SavannahC)18
(AM,CABC,FMBP,FPBR,GFM)
N.DeanMeyer,President
NDMA,Inc.
Believeitornot,manyorganizationstreatservicecatalogdefinitions,businessplanning,budgeting,andratesettingas
fourseparateprocesses.Andinmanycases,they'reonlylooselylinked(atbest).Thissessionexplainswhytheyallshould
beimplementedasoneintegratedannualplanningprocess.Thissessionoverviewsthestepsintheprocesstoshowhow
allfourtypesofplansareintertwined.You'llseeapracticalapproachthatbringstogetherthesefourdistinctbut
interrelatedinitiativesanddeliversresultsquickly.Thissessioncovers:
Thefourpiecesofthepuzzle:businessplanning,budgeting,ratesetting,servicecatalogs
Whytheyshouldbeintegrated
Thestepsinanintegratedannualplanningprocess

SoftwareAssetManagementTheNextGreatOpportunity(SavannahD)(AM,CABC,FPBR,GFM) CLT
PennyCollen,ConsultantITFinanceandChargeback
Howyouacquire,distribute,renewandreclaimsoftwareareimportantactivities.Manyorganizationsstartoutsimply,
onlytorealizequicklythatthisisaverycomplexprocess.Toolscanhelpbuttheycanalsofloodtheuserwithmoredata
thancanbemanaged.Thissessionwillprovideacomprehensivelookatmanagingsoftwarecostsincludingtipson
procurementpolicies,softwareinventories,licensecomplianceandgovernanceprocesses.

Handout#

11:0011:45a.m.

OutsourcingITatMarriottVacationsWorldwideCorporationWhatWeLearned(SavannahE) 19
(AM,FMBP,FPBR,GFM,PMB)
MichaelKiely,SeniorDirectorofITFinance
MarriottVacationClubInternational
ThispresentationdiscussestheITfinancialanalysisthatwasconductedinanefforttosaveonITlaborcostswithinour
organization.WorkingwithaBigFourconsultingbestpracticefirm,welookedatatotalsourcingsolutioninternationally
formanyareasoftheITorganization(e.g.,Development,Helpdesk,InfrastructureSupport,Architecture,Governance,
etc.).WeperformedRFP'swithanumberofkeycompany'sthatarealsointernationallybased.Welearnedsomesurprising
thingsthatevenourconsultantsdidn'trealized.Performingthisanalysishelpedusbetterprepareforfutureyearsand
growth.Wedevelopedamultifacetedapproachtooutsourcingthatappearstobeakeytooursuccess.

ITFinancialManagementataCanadianGovernmentAgency(SavannahD)(AM,CABC,FMBP,FPBR,GFM) CLT
JonFurner,President
ResultsPositive
ThefieldsofITFinancialManagementandITbusinessmanagementmaystillbedescribedasnascentbutITgroupsare
beginningtodiscoverhowanalyticaltoolscanhelpthemtomanageITmorelikeabusinessoperation.ThisCanadian
governmentagencywaslookingforsomethingbasedonindustrybestpracticesthatcouldautomatetheactivities
associatedwithallocatingITexpenditurestoservicesorcustomers.Throughthisprojecttheyachievedsimplerbudgeting,
consistentbillingandgreatertransparencyoverthewholeprocess.Inthissessionswe'lllookathowtheyapproachedthe
projectandwhatchangestheyimplemented.

LeveragingMetricstoBetterDiscover,ManageandChargeforCloudServices(SavannahC) 20
(AM,CABC,FPBR,GFM,PMB)
RobertStroud,VicePresident,ServiceManagement
CA,Inc.
ITprofessionalsoftenconsidermetricsassimplythemeansofmeasuringsystemperformance,oftenwithoutarelationship
tohowthosemetricsareusedtoeffectivelyrunthebusiness.Inthissessionwewilldiscusshowtoconnectbusiness
performancetoITmetrics,howtoidentifywhichmetricsaremeaningfulandappropriate,andtheuseofaneffectiveproxy
forservicemanagement.Thiswillincludeareviewofhowotherindustriesleverageproxiesforservicemeasurement,
management,capacityplanningandfinance.

11:4512:50p.m.

BuffetLunch(Atrium)
SeatingbyIndustrynotavailabletospouse/family(numberofdesignatedtablesinparentheses)
Education(1) Government(2) Insurance(2) Retail(1)
FinancialServices(1) Healthcare(1) Manufacturer(1)Technology(1)

1:001:45p.m.

UsinganITFMMaturityModeltoMaximizeITFinancialManagementDollars(SavannahE)(AM,FPBR,GFM,PMB)21
ChristopherDedera,PrincipalConsultant
RPCSolutions,LLC
ITFinancialManagementcansatisfymanydifferentgoalsandobjectives.Variousstakeholderswillhavedifferent
opinionsonwhichobjectivesaremostimportant.Withoutaneffectivemethodtoidentifythemostcriticalobjectives,
ITFinanceusuallyattemptstoimmediatelysatisfyallobjectives,therebydilutingtheeffectivenessofITFinancial
Management.AnITFMMaturityModelisaneffectivetooltohelpITmanagementprioritizeobjectivesandtheuseof
limitedfunds.ThissessionwillreviewthestructureofanITFMMaturityModelanddiscusshowtousethemodel's
resultstoprioritizeITFinancialManagementefforts.ThekeylearningpointsareunderstandingtheITFMMaturityModel
andhowtousetheresultstoprioritizethegoalsandobjectivesforITFinancialManagement.

BestPracticesinAccountingforInternallyDevelopedSoftware(SavannahD)(AM,FMBP,FPBR,GFM) 22
MichaelKiely,SeniorDirectorofITFinance
MarriottVacationClubInternational
Thissessionwilldiscussthecurrentfinancialaccountingguidelinesforinternallydevelopedsoftware.Wewillspecifically
coverFASBASC35040,Internalusesoftwareandhowbesttoapplythem.Thisdiscussionwillbeathoroughwalk
throughofastepbystepGuidedevelopedbythespeaker,aswellasadetailedreviewofITactivitiesthatareeither
Handout#

expensedorcapitalizedinaccordancewiththeaccountingguidelines.WewilldiscussanITFMA"BestPractices"
approachincludinganITActivityGuideandaworkingsessionreviewofanexampleprojectcostestimatingtemplate.
ThetemplateisdesignedinaccordancewiththeFASBguidelines.

BestPracticesInITFMRealWorldCases(SavannahC)(AM,CABC,FMBP,FPBR,GFM) CLT
AnthonyPantaleo,ITStrategist
VMware
ExplorethebestpracticesinautomatingITFM,andbeginthejourneyofmaturingyourITorganization.Thispresentation
willshareinsightsfromrealworldexamplesthatwehavebeeninvolvedwithovertheyears.

2:002:45p.m.

ITTransparencyPoweringNewBusinessCapabilitiesTopofTheirMindsintheBoardRoom(SavannahE) CLT
(AM,FPBR,GFM,PMB)
SteveBates,CIOAdvisoryPrincipal
KPMG
Reactive.Defensive.Unconvincing.Nonvalueadded.Lackinginsight.Thesearenottermsbywhichanyonewouldlike
tobecharacterized,leastofallaCIO.However,asseniorleadershipteamsbecomemorematureindealingwiththe
traditionalblackboxofIT,theCIOisrequiredtoanswerharderquestionsaboutnotsimplythecostofIT,butthetangible
valueitdeliversintermsofmarketshare,customersatisfaction,productdifferentiationandreturnoncapital.Boardsand
executiveleadersaredemandingasignificantstepchangeincapabilitiesoutofITthatarealteringtheveryfabricofhow
organizationsinvestinandinteractwithbothcustomersandsuppliers.Inthissession,wewilladdressthetoppriority
questionscomingfromtheboardroomimpactingITfinancialmanagementincluding:
Howistheorganizationextractingresidualvaluefromexistinginternaldataandintegratingexternalsourcestodeliver
additivevalueandrelevantcustomerinsight?
HowisITleveragingmetricsandbusinesscasestoclearlyarticulatethevaluepropositionofinvestinginanalyticstothe
business?
HowistheCIOenablingthebusinesstoadjustoperatingmodelsandcapabilitiesinordertobetterdevelopmutually
beneficialpartnerships?
Howistheorganizationpreparingtotakeadvantageofleveragingcostsavingsopportunitiesintonewinvestmentsand
contractsastheoperatingmodelevolves?
ThisdiscussionistargetedformidtoseniorlevelITandbusinessexecutivesseekingtogainbetterinsightintothe
driversinfluencingCsuitedecisionmaking.

PlanningforDisruptiveTechnologies(SavannahD)(AM,FPBR,GFM) CLT
RobertHoward,CIO
ArmstrongAtlanticStateUniversity
Evenaswegainsolidfootingforplanningthelifecycleformajortechnologyservicesandinfrastructure,thereisalways
anundercurrentofdisruptionthatcontinuallythreatensoldbusinessmodels.Thispresentationwillattempttogiveyouan
ideaofhowtoplanservicedeliveryandcostmodelsforthesedisruptions.Mostofthetimethereisaperiodofoverlapping
costswhereyourorganizationmustcontinuefundingtheoldserviceevenwhileinvestinginthenew.Thispresentation
willciteexamplesandprinciplesthatwillminimizethatoverlap,helpyouunderstandwhenyoucaneliminatethatoverlap,
andhowtoensurethatyouwillminimizetheoverinvestmentinunproventechnologiesorservices.

TheIntersectionofCostTransparency,Chargeback,andThirdPartyVendorManagement(SavannahC) CLT
(AM,CABC,GFM)
CraigWinn,SeniorConsultant
Swingtide,Inc.
EveryoneisinfavoroffulltransparencyandfairallocationofITcostsatleastintheory.Inpractice,doingallthethings
necessarytoachievetransparent,fairlyallocatedcostsisdauntinglydifficult.Partofthedifficultyliesincomparingfully
loadedinternalcostswithboththirdpartycostsandthecostsofmanagingastableofthirdpartyvendorrelationships.
InthispresentationyouwilllearnhowoneoftheessentialtoolsofITservicemanagementthetruechargebackservice
cataloghasevolvedtoenableanew,morecomprehensiveviewofthenuancesofITcosts,andhowthisenhancedview
canserveasimportantbusinessintelligencethatinformsanenlightenedapproachtothirdpartyvendormanagement.

Handout#

3:003:45p.m.

BeyondFacts&Figures:ITFinancialManagersasValuedBusinessPartners(SavannahE)(AM,FPBR,GFM) 23
LeeJaffe,Controller,DataCenterServices
ADP,Inc.
Formostbusinesses,technologyisastrategicassetthatdrivesacompanyscompetitivenessandprofitability,butitalso
continuestobeanareaoffocusforcostcontainmentandreduction.TodaysITfinanceleadersneedtobeabletoguide
theirbusinesspartnersinfinancialmanagementandinvestmentdecisionsrequiredtobalancetheneedsforcapabilities
thatdriveprofitabilityandminimizeriskwhilecontinuingtomeetaggressivefinancialtargets.Inthissession,learnhow
asafinanceleader,youcanincreaseyoureffectivenessandbeseenasatrueallytoyourITleadershipinmeetingthese
veryrealbusinesschallenges.Topicscoveredinclude:
MovingbeyondtheITBasicsMostITfinanceleadershavemasteredtheITbasics.Learnhow
understandingcurrenttrendsandriskscankeepyourperspectivefreshandvaluable.Thisincludes
adiscussionoftheimportanceofunderstandingInformationManagement,Security&Risk
Management
BecomealeaderindatamanagementPackagingfinancialdatatotelltheITvaluestoryandsecure
yourroleasatrustedadvisor
BuildacrossfunctionalteamBringingFinance,IT,Procurement,Security&RiskManagement
togethertocreategreatervalue
FocusingonWhatMattersUsingthelensofmaterialitytomanagemorewithaleanerfinanceteam

ThePresidents21stCenturyGovernmentInitiative:NewChangestoITCostPrinciplesforEducationalInstitutions,State
&LocalGovernments,NonprofitOrganizations,andHospitals(SavannahD)(AM,CABC,FMBP,FPBR,GFM,TFM)24
KennethHoffman,Principal
KennethF.Hoffman,Inc.
InFebruary2013theU.S.OfficeofManagementandBudgetpublishedintheFederalRegisteranoticeoflongawaited
proposedchangestocostprinciplesforeducationalinstitutions,stateandlocalandIndiantribalgovernments,nonprofit
organizations,andhospitals.Budgetsforcontingencyfundsfortheconstructionorupgradeofalargefacilityorinstrument,
orforITsystems,arenowproposedtobeallowablecostsofFederalawards.Alsoallowedwouldbecostsforexcessoridle
capacityinconsolidateddatacenters,telecommunications,andpublicsafetyfacilities.Somerecommendationsofthe
NationalAssociationofStateChiefInformationOfficerswerealsointroducedintheareasofallowablecostsofinterest
andfinancing,andinequipmentandpropertydisposition.OMBCircularsA21,A87,A122andthehospitalregulations
at45CFRPart75areallaffected.Theinformationdiscussedinthissessionwillhelpofficialsstayuptodateonthelatest
guidanceandregulatorydevelopments,andwillhelpthemtotakethefullestadvantageofthechanges.

CapturingtheFutureEconomicValueofStrategicInitiatives(SavannahC)(AM,FPBR,GFM,PMB) 25
DonWinans,SeniorEnterpriseAnalyst
BestIT
Organizationsoftenfindthemselvesrallyingaroundinitiativesthatwilldrivetheirstrategicgoalsforrevenueorcost
efficiency.Metricslikeincreasedrevenuerarelyreflecttheendresult.Thedistancebetweenthebenefitspromisedand
theactualbenefitsgainedisoftenaslargeas40%forstrategicinitiatives.Youneedtohavethefullpictureinhandwhen
makingdecisionsbycapturingthetrueeconomicvalue.Inthissessionwewill:
Discusswhysomemeasuresjustdontwork
Revieweconomicmodelsforcapturingfuturevalue
Infusefinancialmodelsintothetechnologylifecycle
Explorehowtocarrythetorchforward
Asfinancialleaderswithinyourorganization,youcanhelpguideyourfellowleaderstobettermodelsfordeterminingthe
valueofstrategicinitiatives!

4:004:45p.m.

AutomatingITFinanceDemonstration(SavannahD)(AM,CABC,FPBR,GFM,PMB)
RobertMischianti,VicePresident
NicusSoftware,Inc.
MPWRenablescustomerstotransitionfromspreadsheetbasedITfinancialmanagementtaskstoaprocesscentric
applicationthatdeliversautomation,scalability,detailaudittracking,webbasedreportingandmuchmore...Defineand
validateyourownprocesses,integrateallofyourdataelementsinoneplace,satisfystringentauditrequirements,and
automatetosavetime.

Handout#

AutomationistheKeytoCosteffectiveITAnalyticsDemonstration(SavannahE)(AM,CABC,FPBR,GFM,PMB)
RichardHawes,SeniorManager
HPSoftware
WeknowthatimprovingfinancialmanagementandIT'sbusinessperformanceandalignmentisnotjustaboutthe
technologyoranyonetool;itmustincludetherightapproachestopeopleandprocessaswell.Howeverwearefinding
thatapplyingbusinessintelligenceapproachestoITFMbymakingtheminnovativeandsimplertoimplementthrough
automationismakingahugedifferencetohowourclientstackletheproblemsofmanagingfinance.Inthissessionwe
wanttoshowyouthelatestinnovationsHPhasappliedtoITfinanceandprovideexamplesofthewayinwhichclients
reallyhavetakenanewlookatfinancialmanagement.Inturntheyhavehelpedtheirorganizationstobuildaperformance
drivencultureandalignwiththerestofthebusiness.

Friday,July12

6:457:50a.m.

FullBreakfastBuffetsponsoredbyN.DeanMeyerandAssociates,
aleaderinConsulting/Software,MarketbasedResourceGovernance(Atrium)

8:008:45a.m.

ITBusinessPerformance:BalancingEffectivenessandEfficiency
whenManagingITResourceswithCostsofIT(SavannahE)(AM,CABC,FPBR,GFM,PMB) 26
RobertNelson,ITSolutionsArchitect
SASInstitute
ManagingITasabusinessisnowimperativetoanorganization,notanoption.NolongercanITbeseenasatechnology
supplier.Itmustbeseenasaddingvaluetothebusinessandprovidingcorporatestrategiccapability.ITbusiness
performanceallowsITtochangethefocusfromtechnologyandproductiontocustomersandservices.ItenablesITto
becomeserviceoriented,aligningitselfwiththeorganizationtoprovidecustomerdrivensolutionstobusinessproblems.
Withincreasedinvestmentcomesincreasedscrutiny,soCIOsandITfinancialmanagersarehavingtoshowgreater
maturityandexpertiseinperformancemanagementandfinancialdisciplinestoshowhowthemoneyisbeingspent,the
returnstheyaregettingfortheirinvestment,andhowITisdrivingcorporateperformance.ForresterResearchhighlights
thatbusinessusersaredemandinggreaterITcosttransparencyandfinancialanalysisinordertounderstandthetruecost
ofIT.ThefocusofCIOsandCFOseitheremphasizeshowtoimprovetheeffectivenessofITorhowtoruntheshop
morecostefficiently.ThemoresuccessfulCIOsandCFOscreateabalancebetweenimprovingoperationaleffectiveness
withcostefficienciesofIT.ThispresentationfocusesonhowanorganizationcanachievethealignmentofITwiththe
businessmissionoftheorganizationthroughtheimplementationofprocessesandtechnologytoimprovethebalance
betweenresourcesandcostswhilerequiringafocusoftransparencyonservices,costs,demand,processesandtheimpact
oncorporateperformance.

ITBusinessIntelligenceCapturingStatisticalMeasuresintheG/L(SavannahC)(AM,FPBR,GFM,PMB) 27
LawrenceBua,Executive,BusinessVisionandInnovation
BestIT
BusinessIntelligenceinnotjustintendedforSalesandBusinessOperations.Ageneralledger(G/L)basedfinancialdata
martforCFOorganizationscanprovidea360degreeviewofITperformancetailoredtotheenterprise.Oftenoverlooked
asasourceofcriticaldatatodriveBusinessIntelligence(BI),theGeneralLedgercandeliverstatisticalmeasuresaround
ITperformanceandvaluedeliveredtothebusiness.UtilizingspecificKPIsderivedforITSMandPMOframeworks,the
G/LasaBItoolcanmeasureandstatisticallytrackthecontributionofITtothebottomline.Inthissessionwewill:
IdentifyapplicableITSMandPMOKPIs
DiscussIntegrationaspectsintostatisticalG/Laccountsandhierarchies
Buildingthe360degreeview;currentstate,historicaldataandbenchmarks
Valuebasedutilizationofstatisticalmeasures
Atthecompletionofthissessionyouwillhaveabetterunderstandingofhowtoconstructanalyticstomeasurethe
contributionofInformationTechnologytoenterpriseperformance.Capturingthesemeasureswillhelpyoutoidentifyif
ITisfocusedonprioritized,organizationalobjectives.

Handout#

BestPracticesonITCostModels(SavannahD)(AM,FMBP,FPBR,GFM) CLT
JeffGill,CIO
CorporationServiceCompany
TheITbudgetisoftenasignificantportionoftheorganizationalbudget.UsingtherightcostmodeltodescribeyourIT
expenditurewillbuildcredibilitywithorganizationalleaders.CIOsareunderconstantpressuretodoeverythingpossible
tosimultaneouslyreducecostsandinvestininnovativetechnologies.Thissessionwilllookatsimplestepstotakein
providingtransparencywithoutlosingcontrolofdecisionmakingorlosingcredibilityinexposingpoorfinancialpractices.

9:009:45a.m.

EffectiveInnovationMandatesStrategytoExecution(SavannahE)(AM,FPBR,GFM,PMB) 28
RobertStroud,VicePresident,ServiceManagement
CA,Inc.
Asyoustrivetodriveinnovationtomeetbusinessneeds,thereisanurgentrequirementtobuildanefficientITservice
modeltosupportthosebusinessinitiatives.Afterall,thetimeittakesITtoprovisionandonboardapplicationsdirectly
impactsthegrowthofthebusiness.Youwillneedtomodelyourportfolioandservicestooptimizethereturnofinvestments
inordertoachievethecapabilityofassemblingnewservicesquicklyandeasily.Inthissessionwewillexploreoptimizing
yourportfolioforgreatestreturn,leveragingstrategiestodriveinnovation,respondingquicklyanddynamicallytochanging
businessdemands,anddemonstratingeffectivespendmanagement.

BestPracticesinCostControl:SupplyVersusDemandManagement(SavannahC) 29
(AM,CABC,FMBP,FPBR,GFM,PMB)
N.DeanMeyer,President
NDMA,Inc.
Traditionally,costsarecontrolledbylimitingthebudgetgiventotheITdepartmentandbymeasuringmanagersbyhow
welltheysticktothatbudget(variances).Asfamiliarasitis,thisapproachcausesmanyproblemsitinduces
inappropriatedecentralizationandoutsourcing,underminessustainability,andreducesagility,tonameafew.Evenworse,
itmaydrivecostsupinsteadofdown!ThissessionexplainswhycontrollingthesupplyofITservicesdoesn'twork,and
whydemandmanagementisafarmoreeffectiveapproachtocostcontrol.Thissessionsuggestsmanagementmetricsthat
ensurefrugalitywithinIT,andprocessesforgettingbusinessclientstocutcostsbycuttingtheirdemands.Thissession
covers:
WhycuttingtheITbudgetmightnotcutcosts
Whymeasuringbudgetvariancesisabadidea
Thealternative:marketeconomics
Thethreeelementsofcostcontrol:value,breakeven,demandmanagement

TCO/ROIMethodologyforYourITInfrastructureAutomationServicesBasedonITILv3BestPractices(SavannahD)CLT
(AM,FMBP,FPBR,GFM,ITIL,PMB)
AnupamMaheshwari,InfrastructureConsultant
InfosysLimited
Globally,ITDeliveryExcellenceisareflectionofthecapabilitytoimplementanddeliverontime,onbudget,andaligned
withthebusiness.However,technologyleadersembarkingonalongtermwinningstrategysoonrealizethatimplementing
atechnologysolutionitselfismerelyasteptowardsrealizingtheultimatevisionofbusinessoptimization.OnesuchIT
transformationpathisITInfrastructureAutomation(ITIA),whichsupportsstrategicbusinessinitiativesthathelp
businessestobecomemorecompetitivebysignificantlyimprovingthetimetomarketoftheirproducts.ITIAinvolves
implementationofintegratedandorchestratedprocessestoenhanceITservicedeliveryandoperationalexperiencefor
complex,heterogeneousenvironments.Throughsuchdifferentiatingservicesoverarchingthetechnologysolutions,itis
possiblefortechnologyleaderstoexhibittotheirbusinesspartnerssustainablecostbenefitsoftheirtechnologyinvestments.

Inthissession,wehavetwoobjectivestofulfill:(1)institutionalizeacostoptimizedserviceorientedapproachalignedto
ITILbestpracticesasourrecommendationtobuild,manageandoperateITIAservices;and(2)articulatetheexpected
bottomlinebusinessimpactofITIAservicesasdistinctivebenefitsofthechosentechnologysolutions.Wewilldwell
deeperintoarrivingataTCO/ROIMethodologyforITIAservicesandtouchinguponagenericapproachtodrive
financialsummaries,e.g.,TCO,Savings,investments,ROI,PaybackPeriod,etc.calculatedfortheseservicesinawaythat
thebusinesscanunderstandbetter.BeingabletoexperiencethevalueoftechnologysolutionsthroughITIAshoulddrive
morecreativethinkingonhowautomationevolvesinanorganizationasanenterpriseservice.Wewillsharereallife
implementationexperiencesdeliveringthesestrategies.

Handout#

10:0010:45a.m.

WrapUpPanelSessionforThosefromBusinesses(SavannahE)(AM,CABC,FMBP,FPBR,ITIL,PMB)
Paneliststobedetermined
Youhavebeenattheconferenceforthreetofivedays.Youhaveheardalotofopinionsbyspeakersandfromyour
colleagues,butwaseverythingcoveredthatyouwantedtohear?Thesewrapupgeneralsessionsareyourlastchancefor
clarificationandgettingyourquestionsansweredbythepanelistsandyourpeersintheaudience.Thereisnoreasonfor
youtogobacktotheofficewithunansweredquestions.Evenifyouhavenolingeringquestions,hearingthedialogue
amongyourpeerswillbeenlighteningbecausetheirissuesarelikelyyourchallengestoo.Thissessionallowsyouto
gatheronelasttimewithallofthosefromorganizationsinthebusinesssector.
Note:Duringthissession,therewillbethree(3)luckywinnersatadrawingforfreepassestotheITFMA2014Conference
ofyourchoice.

WrapUpPanelSessionforThosefromGovernmentAgenciesandUniversities(SavannahD)
(AM,CABC,FMBP,FPBR,GFM,ITIL,PMB)
Paneliststobedetermined
Youhavebeenattheconferenceforthreetofivedays.Youhaveheardalotofopinionsbyspeakersandfromyour
colleagues,butwaseverythingcoveredthatyouwantedtohear?Thesewrapupgeneralsessionsareyourlastchancefor
clarificationandgettingyourquestionsansweredbythepanelistsandyourpeersintheaudience.Thereisnoreasonfor
youtogobacktotheofficewithunansweredquestions.Evenifyouhavenolingeringquestions,hearingthedialogue
amongyourpeerswillbeenlighteningbecausetheirissuesarelikelyyourchallengestoo.Thissessionallowsyouto
gatheronelasttimewithallofthosefromorganizationsinthegovernmentandeducationsectors.
Note:Duringthissession,therewillbethree(3)luckywinnersatadrawingforfreepassestotheITFMA2014Conference
ofyourchoice.