SoftwareAsset Management (SAM)

Transcription

1 SoftwareAsset Management (SAM) Seminar Jan Corstens

2 Agenda Introduction Software Asset Management Industry Standards SAM Technologies Software Asset Management: The Deloitte Offering The Deloitte Managed Platform Q&A 2

3 Brainstorm Who Has Been Audited? 3

4 Knowledge Check Who has a SAM organization? 4

5 Software Asset Management 5

6 Software Asset Management Overview While Software Asset Management ( SAM ) has been on the corporate agenda for well over 10 years, it has been difficult for organizations to both justify and execute SAM initiatives. But this is changing and cost reduction is a key driver. With the rise in the number of software vendor audits and increasing complexity within IT environments, risk-focused organizations are increasingly focused on Software License Compliance and mitigation of financial, operational and reputational risks associated with the deployment of software within large complex organizations through Software Asset Management. ITAM Objective The International Association of IT Asset Managers defines ITAM as maintaining life-cycle managementinformation for IT assets throughout the organization. ITAM includes the development and maintenance ofpolicies, standards, processes, systems and measurements that enable the organization to manage IT assets with respect to risk, cost, control, governance, compliance and business performance objectives as established by the business. 1. Software Asset Management (SAM) IT Infrastructure Library (ITIL) describes SAM as all of the infrastructure and processes necessary for the effective management, control and protection of the software assets within an organization, throughout all stages of their lifecycle. Included in SAM is Software Lifecycle Management. The goalsof SAM are to reduce IT costs and limit operational,financial and legal risks related to the ownership and use of software. ITAM Focus Areas 2. Hardware Asset Management (HAM) Hardware Asset Managementcan be described as having a deep understanding of the tangible assets within an IT environment. This Hardware Asset Lifecycle Managementincludes lease and depreciation management. The goalsof HAM are to accurately anticipate business needs, reduce risk of license discrepancies, and retain business efficiency. 3. Other focus areas of ITAM include (but are not limited to): Contract Management as it relates to physical and intangible IT assets; Finance and Cost Management; IT Policies and Procedures Management; Service LifeCycle Management (ITIL). 6

7 Software Asset Management Main Goals The goals of SAM are to optimize IT costs and limit operational,financial, and legal risk related to the ownership and use of software. Cost Optimization $ Over Licensed Risk Software Audits SOFTWARE ASSET MANAGEMENT Asset Management Out of Compliance $ Risk Legal & Regulatory Organizational Governance Security 7

8 Software Asset Management SAM Risks and Drivers Most companies start to think about asset management in response to an audit. There are other elements of risk faced by companies which allow SAM to be introduced in a proactive manner. Cost Optimization Organizations may be over-licensed and paying maintenance costs for software licenses not being used Software is a significant component of ITspend Cost optimization Control of software assets Monitoring and tracking of softwarein use is difficult No silver bullet technology solution Risk of a Software License Compliance Audit License Compliance Audits are on the rise Gartner continues to predict an increase in vendor audits Software vendors use license compliance audits to decrease squeeze on margins Software industry alliance bounties Risk software audits SOFTWARE ASSET MANAGEMENT Asset management Diverse and complex software licensing models Reallocation of software licenses when hardware is moved or decommissioned Limit legal risk Risk legal and regulatory Properly implementing SAM limits legal and financial exposure shouldproblems with softwarelicenses arise Select industries have regulatory requirements on SAM Security Security Organizational governance Without the ability to inventory and control software installed and allowed to run on their hardware, organizations make their systems more vulnerable to security threats Inventory Open Source software to understand what is in use and what could potentially introduce security risks to the organization Organizational governance Getting compliant and staying that way also helps eliminate the potential damage to reputation that could arise from a legal dispute Compliance with industry standards $ Over Licensed Optimal Out of Compliance $ Lack of Controls = Large Recurring Expenses 8

9 Software Asset Management Why SAM? 88% of customers audited have unrealized cost savings averaging over 20% of their annual S&M spend 1. A mature SAM program can save 3-5% of your total IT spend 1. Organizations may be over-licensed and paying maintenance costs for software licenses not being used 1. By 2017, Gartner predict that enterprises will be spending ten times more on their Software Asset Management services then they do on their SAM tools 2 Gartner 2011 Poll: 35% (2007) to 65% (2011) chance of getting audited 1. Seeking to increase revenue, software vendors will initiate twice as many audit requestsin 2014 as in Top software vendors auditing: IBM, Adobe, Microsoft, Oracle, SAP 1. Organizations will increase their investments in Software Asset Management by 35% over the next 18 months 3 Without the ability to inventory and control software, organizations make their systems more vulnerable to security threats. Open Source software introduce security risks to the organization. Properly implementing SAM limits legal and financial exposure should problems with software licenses arise 1. Select industries have regulatory requirements on SAM 1. Software typically represents8-10% of a total IT budget. Common for an organization to have 50+ software vendors and hundreds of contracts. Compliance with industry standards. Sources: The interest in SAM Managed Services is being driven primarily by a severe shortage of individuals with hands-on licensing, audit and SAM implementation expertise 4 Licensing rules and metrics are constantly changing. Emerging technologies (virtualization, cloud, BYOD) make tracking software more challenging. 1 Gartner, Inc. G Software Vendor Auditing Trends: What towatch for and How to Respond Published: 23 May Gartner, Inc. GG Konary, Amy. "Worldwide Softw are Pricing and Licensing 2014 Top 10 Predicti ons." PDF file 4 Thompson, Martin. "Group Test SAM Managed Service Providers - A competitive comparison of specialist SAM providers." Jan PDF file. 9

10 Software Asset Management Case Studies Bottling company Process risk assessment and license baseline performed. Process gaps identified. $5.9M in potential financial liability identified. 56% potential financial liability identified 1 23% cost savings identified in annual software maintenance spend 2 In the software license assessments that Deloitte has performed, clients had unrealized cost savings averaging 23 percent of their annual maintenance spend. Automotive manufacturing company Process risk assessment and license baseline performed. $2M in financial liability avoided through server reconfigurations. USD 2M avoided through server reconfigurations 1 USD 5.4M in potential financial liability 1. USD 2.5M in average license cost savings USD 225K potential financial liability identified 1 Real estate company Process risk assessment and license baseline performed. Process gaps identified. $225K in potential financial liability identified Educational company Process risk assessment, license baseline, and security analysis performed. Process gaps identified. $5.4M in potential financial liability identified. Over 7,000 instances of non-essential software installed. Low (<50%) compliance with security patching compliance instances of nonessential software 1. Source1: Deloitte 2013 SAM for IA Brochure 1 Source2: Deloitteresults and analytics relatedtocost savings/avoidance come from a dataset composed of roughly one thousand software license assessments performed across 20 countries between 2009 and Included data was normalized, removing outliers and calculating values at software list price. 10

11 Internal Audit and SAM 11

12 Internal Audit and SAM IA and IT's Role for SAM How IA and IT can help SAM Process Risk Assessment Benchmarking against leading industry practices Software License Baselines Comparing software deployments against license entitlements Software Security Risk Assessment Analysis of non-essential software and security patch deployment SAM Transformation Efforts - strategy, organizational structure development, process design, etc. SAM Tooling - Implementation and configuration assistance Other cost optimization opportunities Software Procurement Optimization Software Vendor Audit Readiness Software Contract Negotiation Support Software Portfolio Rationalization Strategic Vendor Sourcing 12

13 Internal Audit and SAM Items to cover within an Internal Audit Plan 13

14 Deloitte SAM Framework 14

15 Deloitte SAM Framework Strategy and policies to define the SAM program vision and objectives and outline activities and initiatives necessary to achieve the vision and goals Vision & Objectives A. Strategy & Policies Policies & Procedures SAM roles, responsibilities, and reporting requirements to execute and monitor the SAM process as well as communication and training to educate stakeholders and promote organizational alignment B. People SAM Organization Governance & Performance Metric 5.0 Decommission & Reuse E. Lifecycle Process 1.0 Forecast & Request Software Asset Management Lifecycle 2.0 Analyze & Procure D. Technology Software Asset Repository Software Discovery Tools and technology to streamline processes and improve data accuracy and timeliness Communication & Awareness 4.0 Monitor & Track 3.0 Install & Maintain Software Metering & Usage Data standards to meet performance metrics and reporting requirements Data Model & Standards C. Data Data Validation Formal processes to manage the lifecycle forecast and request; analyze and procure; installation and maintenance; monitor and track; decommission and reuse. 15

16 Deloitte SAM Lifecycle SAM Lifecycle Processes The Lifecycle Process pillar of the Software Asset Management Framework can be broken down into various activities SAM Lifecycle 1.0 Forecast and Request 2.0 Analyze and Procure 3.0 Install and Maintain 4.0 Monitor and Track 5.0 Decommission and Reuse 1.1 Collect and aggregate forecast data 2.1 Review and assess new / incremental software demand 3.1 Install software 4.1 Maintain software catalog 5.1 Review software/ hardware decomm requests 1.2 Collect and aggregate software acquisition requests 2.2 Perform a product rationalization analysis 3.2 Respond to and resolve software license inquiries 4.2 Maintain software contract inventory 4.3 Maintain software license inventory 5.2 Review personnel change impacts 2.3 Validate license availability for installation requests 3.3 Manage software license financial treatments 4.4 Assess, analyze and report software compliance 5.3 Uninstall software 2.4 Review acquisition requests and procure software licenses 4.5 Track software compliance issue remediation 16

17 Software Asset Management Technologies 17

18 Software Asset Management Tool Introduction A wide variety of tools exists in the market today, as a result multiple definitions exist: A tool that provides insight in the licenses owned versus licenses consumed A tool that collects and/or consolidates information about software that is installed and/or executed on servers and workstations A tool that helps organizations with their SAM efforts 18

19 Software Asset Management Most Popular Tools 19

20 Software Asset Management Tool Functionality SAM tool functionalities can be placed in 4 broad categories: Discovery Contract Management & procurement IT Systems management License reconciliation 20

21 Software Asset Management Tool Benefits A dedicated SAM tool offers a wide range of benefits: Optimization of software spend: a SAM tool will strengthen the client s position during contract negotiations with the software vendor Cost allocation: by providing a complete view into the software estate, costs can be assigned to cost centers based on objective criteria Security: A SAM tool will provide insight into installed applications, system administrators have a direct overview of version levels and unwanted software Audit risk mitigation: the information provided by a SAM tool can be used to continuously minimize the software license compliance risk. This will increase audit readiness and the effort required to provide data requested by the auditor. 21

22 Software Asset Management Tool Drawbacks Common drawbacks for SAM tools: SAM tools need a SAM framework: after all, it s only data! Some specific T&C's are or cannot be covered by tools Manual input required Complexity of product bundles, OEM software is not always handled well Specific skillset required to interpret tool data Implementation risk: tool coverage & configuration Undiscovered software: not all tools perform equally well in software discovery Possible to avoid detection 22

23 Software Asset Management Tools Assessment Factors When considering the implementation of a SAM tool, it s important to consider the following criteria: Is the tool compatible with the IT landscape (Linux, Unix, Windows, z/os...) Will the tool cover your most important product vendors What would be the optimal technical setup (agentless, accessible via internet, Cloud based...) Is compatibility with existing tools necessary (e.g. ILMT required for IBM) What the cost of the tool compared to the software spend Will the tool help achieve your primary SAM goals, is it compatible with your SAM framework? Others? 23

24 Software Asset Management Tool Conclusion Many different SAM tools exist, all with their own strengths and weaknesses: There is no silver bullet Any SAM tool can be fit for purpose, as long as it fits your SAM goals No tool can replace license expertise and SAM processes Manual input and user scrutiny will always be required SAM is just the beginning: actions need to be taken on the output of the tool 24

25 The Deloitte SAM Offering 25

26 The Deloitte SAM Offering Delivery models Type of Team Structure Pros Cons Fully Insourced SAM Team Highest degree of management control over discrete processes Clear reporting lines / authority to affect change. Internal team may know the business landscape and drivers better Difficult to identify and retain necessary SAM specific expertise in house Can be challenging to scale (up or down) to meet the needs of the business. Requirement to build vendor specific software discovery and licensing knowledge base Fully Outsourced SAM Team Hybrid SAM Team Turn-key operation Tap into a global knowledge base of processes, procedures, methodologies and playbooks to accelerate SAM efforts Ease in scaling up or down the team Velocity - Faster set up / maturity More expertise delivered Focus the internal team on the core SAM business while delegating time-consuming tasks externally Most flexibility in scaling up or down the team internally and externally Highly dependent on outsourcer to achieve business value Lower authority to affect change; potential resistance from BUs Not as turn key as outsourced Access to some, but not all, global knowledge bases Clear lines of responsibility needed 26

27 The Deloitte SAM Offering Deloitte Service Offering Software Asset Management SAM program assessment, design and implementation SAM point solutions SAM tools SAM Managed Services SAM process risk assessments Strategy & organizational structure development SAM policy, procedures, and roles development SAM transformation Software License Optimization Software Vendor Rationalization SAM training SAM tools installation and configuration Contract Administration System Implementation Contract Administration Continuous SAM compliance SAM Managed Services 27

28 Software Asset Management Deloitte Managed Platform Inventory data sources Collection and delivery of customer data D.Platform SW Recognition 3 rd party systems Integration via: API/SDK Import/ export RSS Business data Inventory data Hardware information Software installations Software Usage Users Virtualization Cloud / Virtual D.Platform Entitlement ERP and purchase CMDBhistory Ownership and organisational structure Asset information and Configuration Item (CMDB) Helpdesk/ Document Contract management Service Desk Management HelpdeskSystem SaaS Vmware ESX Hyper-V Advanced configuration XenApp ThinApp App-V Output data Deployment 3rd party inventory Compliance reports Decision support Statistics Risk analysis Active Directory Install software Uninstall software PowerShell scripts Database Custom compare value XML import 28

29 Contacts IIA UAE Technology Subgroup Deputy Chairman Presenter on Software Asset Management Huzaifa Hussain Senior Manager Deloitte ME Jan Corstens Global CRC Partner Deloitte BE ESL & Alliance Lead EMEA jcorstens@deloitte.com IIA UAE Technology Subgroup CRC SME Tariq Ajmal CRC Partner Deloitte ME tajmal@deloitte.com IIA UAE Technology Subgroup Aditi Babla Senior Manager Deloitte ME adbabla@deloitte.com 29

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31 About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ( DTTL ), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as Deloitte Global ) does not provide services to clients. Please see for a more detailed description of DTTL and its member firms. Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 150 countries and territories, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte s more than 200,000 professionals are committed to becoming the standard of excellence. About Deloitte & Touche (M.E.) Deloitte & Touche (M.E.) is a member firm of Deloitte Touche Tohmatsu Limited (DTTL) and is the first Arab professional services firm established in the Middle East region with uninterrupted presence since Deloitte is among the region s leading professional services firms, providing audit, tax, consulting, and financial advisory services through 26 offices in 15 countries with more than 3,000 partners, directors and staff. It is a Tier 1 Tax advisor in the GCC region since 2010 (according to the International Tax Review World Tax Rankings). It has received numerous awards in the last few years which include Best Employer in the Middle East, best consulting firm, and the Middle East Training & Development Excellence Award by the Institute of Chartered Accountants in England andwales (ICAEW) Deloitte & Touche (M.E.). Allrights reserved. 31