ASSOCIATION. CNJohnson & Associates, Inc.

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1 IT FINANCIAL MANAGEMENT ASSOCIATION FINANCIAL WORLD OF INFORMATION TECHNOLOGY April 1-5, 2013 CNJohnson & Associates, Inc. Mobile, AL 2013

2 THE KEY ELEMENTS OF IT FINANCIAL MANAGEMENT presented by: Charlie Johnson CNJohnson & Associates www CNJohnson com (click on Seminar Schedule) CNJohnson & Associates, Inc. 2013

3 DILBERT ON CONSULTANT SPEAK 3

4 4

5 WHAT DOES THE TERM IT FINANCIAL MANAGEMENT MEAN? Financial Management for IT Services is an element of the ITIL best practice framework. The aim of this ITIL process area is to give accurate and cost effective stewardship of IT assets and resources used in providing IT Services. It is used to p plan,, control and recover costs expended p in providing the IT Service negotiated and agreed to in the Service-Level Agreement(SLA). "Fi "Financial i lm Managementt ffor IT S Services" i " iis a S Service i Delivery component within the ITIL Framework. 5

6 IT FINANCIAL MANAGEMENT OVERALL GOAL Overall, the basic goal behind Financial Management for IT Services is to offer a truly transparent analysis of what an organization is spending on IT resources. In many cases, cases this analysis of efficiency is used to create intelligent, metric-based costcutting strategies. strategies 6

7 IT FINANCIAL MANAGEMENT GOALS To provide cost effective stewardship of the IT cost-effective assets and resources used in providing IT services. To be able to account fully for what is spent on IT services and to be able to attribute these costs to the services delivered to the organization's customers and to assist management by providing detailed financial business cases for proposed changes to IT services 7

8 IT FINANCIAL MANAGEMENT AT ITS BEST Highly recommend that you think of IT as a business within the business. All of the elements must work together seamlessly. From F the th outside, t id the th elements l t should h ld b be transparent. 8

9 IT FINANCIAL MANAGEMENT PROCESSES Strategic Management Project Management Resource Management Budgeting Accounting IT Asset Management Chargeback Procurement and Contract Management Service Level Management Benchmarkingg Balanced Scorecard Dashboards as boa ds 9

10 IT FINANCE VS. CORPORATE FINANCE WHAT S DIFFERENT? Technology carries its own level of mystery and client distrust - Language is key to solving the mystery Additional dimensions - projects, software capitalization IT asset management, capitalization, management portfolios, portfolios governance, chargeback Some S corporate t accounting ti g systems t do d nott support the tracking requirements of IT 10

11 STRATEGIC PLANNING STRATEGIC PLANNING To realize your Vision To accomplish your Mission li h i i To meet your Goals y To achieve your Objectives Execute your Strategies 11

12 STRATEGIC PLANNING Formalize the strategic planning process an annual event. Identify and understand your customers. customers Include the impacts from their strategic plans. 12

13 STRATEGIC PLANNING AKA IT Portfolio Management. Software is available to help. Research R h new technologies t h l gi tto prepare for f customer needs. Understand where you are going and how to get there. 13

14 PROJECT MANAGEMENT Project methodology Project evaluation Project P j t planning l i g Project tracking 14

15 PROJECT METHODOLOGY Evaluate project methodologies (processes and software) Implement your methodology Reflect the handling of internal versus external projects. j t Methodology will assist in evaluating, prioritizing, planning, and tracking projects 15

16 PROJECT EVALUATION Have acceptance criteria in place and documented: Hurdle Rate (Cost of Capital) Return on Investment Net Present Value Internal Rate of Return P i iti projects Prioritize j t 16

17 PROJECT PLANNING Install software to help manage the process. Review the plan-to-actual results periodically. Revise R i th the plan l when h necessary. Take corrective action, when required. Provide project status reports 17

18 PROJECT TRACKING Project planning software may not be suited for tracking task time and expenses. Look at separate tracking software that integrates with your planning software. Have a policy in place for who should report: developers only, specific departments, everyone Keep track of internal, internal external, external and administrative projects as well as non-productive activities staff meetings training, meetings, training sick, sick vacation, vacation jury duty, duty etc. etc 18

19 RESOURCE MANAGEMENT Refers to people (project planning), hardware (capacity planning), and facilities. Have resource teams in place. Survey S iinternal t l and d external t l project plans for impacts. Survey customers for business or volume impacts. z/os Servers 19

20 BUDGETING p p g plan for future IT spending A metric for comparing actual spending A key performance indicator (KPI) for IT management A Operating budgets Capital budgets 20

21 TYPES OF OPERATING BUDGETS Participative (Bottom up) Imposed (Top down) 21

22 DILBERT ON BUDGETING 22

23 OPERATING BUDGETS We must change the budget paradigm Currently most budget frameworks are adversarial that is, adversarial, is IT and its customers are not working together 23

24 BUDGET PARTNERSHIPS We must become partners with our customers and change our budget process. Determine customer requirements (wants) IT identifies the cost for the products/services Customer determines additional revenues 24

25 FACTORS OF IT BUDGET GROWTH Why do IT budgets grow? Additional volume for current customer services. Annualized impact of new services added last year. year New customer services. Need to change the budget process to baseline budgeting. 25

26 WHAT IS THE IT BUDGET BASELINE? Do everything we are doing now and nothing more. KTLO Keep The Lights On Maintain existing systems Improve cost / performance 26

27 NEW BUDGET PROCESS Prepare the baseline budget Costs should remain flat or go down due to cost / performance improvements New customer requirements require a decision package package decision Expanded volume for existing products/services Enhancements of existing products or services New products or services 27

28 BUDGET ADDITIONS Business imperatives Regulatory requirements Budget B dg t IInitiatives iti ti Customer identifies new revenues IT determines the costs General Rule: If ΔR > ΔC, then accept the project Prioritize the projects 28

29 OPERATING BUDGETS Graphical Example: Pe ercent G Growth Total IT Annual Budget Baseline New Volume New Services 1st 2nd 3rd 4th Qtr Qtr Qtr Qtr 29

30 ACCOUNTING p Captures p the actual amount spent of IT services Operational Costs Capital Costs Direct Costs Indirect Costs Fixed Costs Variable Costs 30

31 ACCOUNTING AND REPORTING Get expense and budget comparison reports in the hands of the managers making decisions. Detail information, information if necessary, necessary add accounts. accounts Educate technical managers on finances what h t costt iis, who h tto callll ffor help. h l NO paper online / web-based reporting. 31

32 IT ASSET MANAGEMENT A comprehensive business function, not just management of technology A business issue, issue not just an asset issue A competitive business advantage or di d disadvantage t g 32

33 IT ASSET MANAGEMENT Managing the entire lifecycle of assets that an organization uses to fulfill its business mission The processes, processes organizational discipline and technology tools required to capture and use asset lifecycle information: From the moment the asset enters the organization to the moment it leaves No matter where it is 33

34 WHAT DOES IT INCLUDE? Hardware Software Maintenance Licensing Procurement Own / Lease Disposal Replacements Security Contracts Help Desk Service Calls 3rd Party Relationships Depr / Amortization Chargeback Warranties 34

35 35 IT ASSET MANAGEMENT ACTIVITIES g The management of: Asset Inventory Software licenses Vendors Procurement Leases Warranties Cost accounting Retirement and disposal. disposal

36 INTEGRATED ENTERPRISE ARCHITECTURE FRAMEWORK DESIGN CONCEPT Dashboard Planning and Budgeting Asset & License Management ITAM Change Management / Ch M Help Desk Procurement Management Contract Management Cost and Charge g Management ERP System Central Repository / Data Warehouse Asset/Configuration Management Database IT Portfolio Management Project Management 36

37 CHARGEBACK g costs to IT services the abilityy to assign Identify the cost of IT services to customers Motivates customer to strategically important resources Enables customers to optimize p the use of IT services Requires q cost and process p transparency p y to customers Provides 37

38 CHARGEBACK Have a solid philosophy: Understand when to charge. Know what to charge. charge Decide how to charge. Identify who to charge. charge Establish how much to charge. Will change h organizational i ti lb behavior. h i 38

39 CHARGEBACK Best practices chargeback characteristics: Equitable. Repeatable and accurate. accurate Understandable. Controllable or predictable. predictable Economical. 39

40 EQUITABLE Fair to all customers. One customer is not subsidizing the cost of another customer. customer The customer pays for the services they consume or th the capacity it th they request. t Use activity-based costing methodology. 40

41 REPEATABLE AND ACCURATE It should not matter when (time of day or day of the month) the job or activity is performed. The same volume of work should cost the same each month. Assuming A i g th the same iinput, t it should h ld consume the same resources each time. 41

42 UNDERSTANDABLE The customer must understand the chargeback process and methodology. IT must understand the chargeback process and methodology. They Th b both th mustt kknow what h t is i b being i g charged. h g d What is included in the charges. 42

43 CONTROLLABLE OR PREDICTABLE The customer must have the ability to control or predict the cost of performing a particular activity. If the customer processes more transactions, the cost should increase. increase If the customer reduces activities, the cost should h ld d decrease. 43

44 ECONOMICAL The system itself must be relatively inexpensive to run, including: Collecting data. data Processing. Reporting on the information. information Resources required Hardware Software Staff 44

45 CHARGEBACK SUCCESS FACTORS No one complains Everyone complains There Th iis measurable bl costt savings i g There is measurable cost avoidance 45

46 PROCUREMENT AND CONTRACT MANAGEMENT p with financial, p g Group procurement, negotiation, and legal expertise. Centralized location for all contracts. Available on-line. Identify potential vendors. Includes hardware, software, leases, and purchases. Develop D l Requests R f Proposals. for P l Evaluates vendor proposals. 46

47 SERVICE LEVEL MANAGEMENT Establishes Service Level Agreements (SLAs) with the IT customers Identifies services required by the customers A key performance indicator for IT management 47

48 BENCHMARKING A tool to measure the overall health of an organization. Evaluate IT processes with other organizations and internally over time. Strive St i for f costt effectiveness, ff ti quality, lit and d improvement. Internal process, pair with others, or third party. 48

49 BENCHMARKING p Identifyy processes. Build a team. Look at options. options Collect the data. Analyze (normalize) the data. data Evaluate the results. Implement I l changes. h Do it again. 49

50 BALANCED SCORECARD Metrics in financial and non financial terms. non-financial Perspectives: Financial. Financial Internal processes. Human. H Customer. 50

51 DASHBOARD Highly summarized information. Color coded Green, Yellow, Red. Give Gi management g t a quick i k view i off critical iti l activities. 51

52 KEY PERFORMANCE INDICATORS do the predicted budgets match the actual expenditure? has user behavior changed to follow the corporate IT goals? are charges seen by users and customers to be simple, p, fair and in line with organizational g ggoals? does the IT organization provide the expected levels of product and services? does management feel more confident in their ability to predict costs in IT planning? 52

53 QUESTIONS QUESTIONS 53

54 For a copy of this presentation, go to ((click on Seminar Schedule)) CNJohnson & Associates,, Inc. Associates Buttemer B tt R Road d Phelan, CA FAX Charlie CNJohnson.com All rights reserved. This presentation may not be duplicated in any form without the expressed written consent of the author. 54

55 LIST OF ITSM SOFTWARE SOLUTIONS Apptio, Software-as-a-Service Technology Business Management & IT Financial Management ClearCost Software, Integrated Service Financial Management Software ComSci, Software-as-a-Service IT Financial Management Costnomics, Software-as-a-Service IT Financial Management C b Billi Cube Billing, S Software-as-a-Service f S i C Cost All Allocation i and d Ch Chargeback b ks Software f Digital Fuel, Software-as-a-Service IT Financial Management EcoSys EPC, Web-based IT Financial Management and Project Controls Software HP,, Software as a Service or on-premise p Financial Management, g, Asset Management g and Project financial management KEDARit, Software-as-a-Service IT Finance Management netinsight, IT Finance Management Software Nicus IT Financial Management Software Nicus, Software, On-premise or Software-as-a-Service TCSF, Software-as-a-Service IT Financial Management and Governance Zuna Infotech, Software-as-a-Service IT Financial Management, Cost Allocation, Asset/Demand Management, Technology Business Management (TBM) 55