Delivering Business Value Through IT Cost Transparency Using IT CMF

Transcription

1 Office f the CIO Delivering Business Value Thrugh IT Cst Transparency Using IT CMF Sharad Jshi Vice President, IT Business Management March 24 th, 2015

2 Abut the Depsitry Trust and Clearing Crpratin (DTCC) OUR PROMISE: As a glbal financial services leader, we practively develp slutins t secure tday s marketplace, while shaping the future f ur industry. We prmise t stand at the frefrnt f innvatin t mitigate risk, create market efficiencies and reduce csts. With 40 years f experience, DTCC is the premier pst-trade market infrastructure fr the glbal financial services industry. Frm perating facilities and data centers arund the wrld DTCC, thrugh its subsidiaries, autmates, centralizes, and standardizes the pst-trade prcessing f financial transactins and mitigates risk fr thusands f institutins wrldwide. 2

3 What D We Stand Fr? OF Clearing Settlement Asset Servicing Institutinal Trade Matching Glbal Data Management Infrmatin Services FOR Equities Crprate & Municipal Bnds Gvernment & Mrtgage-Backed Securities Derivatives Syndicated Lans Mney Market Instruments Mutual Funds Alternative Investment Prducts Insurance Transactins WITH Brker/Dealers Investment Banks Institutinal Investrs Investment Managers Issuers Fund Cmpanies Exchanges and Marketplaces Banks Trust Cmpanies Insurance Carriers & Distributrs Central Securities Depsitries Transfer Agents 3

4 IT Cst Transparency - Purpse Infrmatin... WHAT services d we ffer? HOW much d we charge fr them?...drives Insight WHAT behavir des it influence? HOW will the business benefit? Hierarchical service prtfli Technical services Engineering services Tiers and cnfiguratins Cnsumptin mdel Understanding csts Cst cmpnents Cst and savings levers Unit pricing Buying decisins Vendr decisins M&A decisins Strategy alignment Trend f IT csts per transactin Prduct r venture prfitability Transparency and Predictability Cntinuus imprvement 4

5 Overview f Accunting and Allcatin (AA) Definitin The plicies, prcesses and tls used fr calculating and distributing the csts f IT. A range f methds such as chargeback, transfer pricing, and allcatin are used t manage the cst f IT services and t influence the demand fr IT services within an rganisatin. What s in scpe Accunting platfrm capabilities Plicy fr the allcatin and chargeback f IT csts Agreements n which IT services are cvered by the Plicy fr allcating and chargeback f IT csts What s ut f scpe Business Planning f IT funding level and target spending by IT prtfli (refer t BP). Oversight f IT finance and verall budget perfrmance (refer t BOP) Variance analysis f IT intensity cmpared t a benchmark (refer t BGM) 5

6 Categries and Underlying Capability Building Blcks fr AA Categry Mdel Deplyment Capability building blck Cst Cverage Quality f Accunting Mdel Transparency f Accunting Mdel Usage f Accunting Mdel Accunting and Allcatin Gvernance Descriptin Develpment f an IT cst allcatin and chargeback plicy, detailing the scpe f IT service csts allcated back t business units (basic services, as needed services, discretinary services) Sphisticatin f the mdel, including alignment between IT, finance, and BUs Quality and transparency f dcumentatin re accunting lgic including alignment f stakehlders The extent t which accunting mdels are used in strategic decisin-making Gvernance between IT, finance, and ther business units leading t cntinuus imprvement f methds and practices 6

7 Prblem Statement Strategic Financial pressures and higher capital requirements Emerging businesses with faster time-t-market and quick decisin-making needs Gegraphical expansin int Eurpe, Australia & Asia Pacific Increased cmplexity technlgy and business Operatinal Different allcatin mdels existed fr IT (App Dev, Infrastructure, Other Overheads) with different wners and systems Mnthly chargeback was already being executed but using Excel spreadsheets and SAS cde running n Mainframe High persn dependency Limited r n ability t prvide required analysis and transparency withut spending a lt f manual effrt 7

8 Established Visin and Objectives Visin T structure IT service fferings that are integrated with bth business gals and risk tlerance prfiles, thereby prviding IT custmers with a clear and cnsistent understanding f their IT service csts and giving them the flexibility and transparency t make infrmed business decisins and manage their csts using IT service tiers and levers. Objectives Define detailed Business and Technical service catalg Implement a single integrated system fr IT csts (frm expenses t prducts) Autmated cst mdel fr Budget, Frecast and Actuals 100% Chargeback t businesses and crprate functins using Bill f IT Service Benchmarking 8

9 Actin Plan Business Case fr IT Financial Management slutin with the fllwing key drivers Cst savings n infrastructure and effrt that was nt required any mre Risk mitigatin regarding key persn dependency and antiquated systems Value-added services in lng term with what-if scenari capability Initiated RFP fr leading IT Financial Management vendrs VMWare was selected as the vendr f chice Sund cmpany with lng-term financial stability Strategic fit with infrastructure synergies Ease f use and cnfigurability in the tl Strng relatinship team with demnstrated cmmitment 9

10 Prgram Executin 10

11 Wrkstream #1: IT Cst Transparency Cre Chargeback 11

12 Wrkstream #2: Service Catalg 12

13 Wrkstream #2: IT Service Catalg Cnceptual Mdel * Nt currently being established as a service; under cnsideratin fr a future effrt 13

14 Wrkstream #3: Advisry Grup Established Charter with Leadership representatin frm Business, IT and Finance Meets nce a mnth and makes decisins n crss-functinal plicy n chargeback/allcatin Typical tpics cvered are: Labr chargeback apprach First tenant n new technlgy Chargeback apprach n new technlgy Overhead charges n new businesses Crprate functinal charges Stranded csts Standard rates 14

15 Client Outreach Understanding Cst Drivers Infrastructure Example Service Cst Pl cmprises the fllwing csts: Emplyees/Cnsultants directly managed by yu Cst Lever #1 is Lcatin and Surcing strategy Cst Lever #2 is Autmatin Emplyees/Cnsultants utside yur functin supprting yu Cst Lever #1 is Lcatin and Surcing strategy Cst Lever #2 is Autmatin Hardware and Sftware supprting yur service Cst Lever#1 is Vendr negtiatin Cst lever#2 is Reduce / cnslidate/ ptimize the asset ftprint Occupancy, Other expenses 15

16 Client Outreach Cnsumptin and Enablers Understanding Cnsumptin Wh are yur cnsumers? Hw d yu charge yur cnsumers fr that cnsumptin? Hw d yu measure that cnsumptin? What behavir change are yu influencing with yur cnsumptin mdel? Hw des business reduce csts (saving levers) what is in their influence vs nt? Hw are yu measuring yur wn perfrmance? Key Enablers Clean ITAM feed with applicatin-service-asset mapping Accurate timesheet submissin and apprval Fixed-cntracts prperly aligned t yur prjects/services Alignment f cst centers t services Agreement n supprting services and their allcatins 16

17 Learning frm the Jurney S Far Inhibitrs Enablers 17

18 Way Frward Multi-dimensinal View f IT Services 18

19 Accunting and Allcatin (AA) Target Capability Building Blck Maturity Levels Categry Capability building blck Level 1 Level 2 Level 3 Level 4 Level 5 Cst Cverage Limited Key IT prjects Essential IT services Majr subscriptin & discretinary services All IT services Mdel Quality f accunting mdel Ad hc Basic mdel established Overall framewrk aligned with finance, nt yet embedded Fully embedded in cst mdel f finance and ther business functins Cntinuusly ptimised Transparency f accunting mdel Limited Dcumentatin and explanatin selectively used Mdel defined fr essential IT services Fully dcumented. Available upn request Shared as a catalgue with business Deplyment Usage f accunting mdel Accunting and Allcatin Gvernance Ad hc N frmal bdy Basic gathering & reprting f sme IT expenses Clear rle f IT Understanding f csts t business units Clear rle f IT & finance Enterprise wide understanding influences cnsumptin Clear rle f IT, finance & business Used in strategic decisin making acrss enterprise Clear imprvement cycle realized 19

20 Way Frward Key Takeaways BUY-IN Cmmn prblem that drve senir management supprt Business IT Finance Created an advisry bard fr crss-functinal plicy decisins Engaged and cmmunicated with key stakehlders OWNERSHIP Frmalized rles f Service Owner, Service Catalg Prcess Owner Created screcards fr these frmalized rles VALUE-DRIVEN Nt the Data, drive the Insight t help change behavir and drive business decisins Leverage industry standards and framewrks (IT CMF, COBIT, ITIL) 20