Choosing & Using and IT Financial Management Tool
Keys to Success & Common PitfallsITFMA Conference, Atlanta, GA: July 15, 2015
Presenter: Rob Mischianti ([email protected])
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“A lie can travel half way around the world while the truth is putting on its shoes.”
― Mark Twain
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What is an IT FM Tool going to do for us?
Defining Actionable Transparency
Keys to Success
Common Pitfalls
The IT Finance Staffing Problem
Q: Do we need an IT FM tool?
Q: Are we ready for an IT FM tool?
Discussion Topics & Key Questions
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Choosing & using for 22 years in 100+ organizations
Pre and Post 2008
50% don’t realize full benefit - why?
Solid strategic plan, but poor tactical execution
Lack of due diligence
Choose the wrong tool
Tips for a tool selection process
ITFM Tool Implementation Experiences
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Service Costing
Forecast & Budget
TCO
Bill of IT
Service Demand Forecast
Bench-marking
Actuals
Capabilities
IT Finance Dataset (Forecast, Budget, Actual)
GL (Consolidated)
GL
AP Payroll FA D & A
Contract Data
Capital Tracking
Project View
Resource View
Service (Technical) Application
Service Usage
Config
Business Service
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• Budget/Forecast/ Actual
• GL, AP, Payroll, Procurement
GL View
• Service TCO
• Platform TCO
• Benchmarking
Technology
Services
• Shared Apps TCO
• Apps TCO
Apps
• Apps to Business Services Allocation
• Business Service Metrics
Business Services
Process Dependencies
Service Costing
Allocation/Show-
back/Chargeback
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GL Department/Cost Center View
• This is a consolidated GL view. Sometimes requires consolidation and normalization using data from GL, AP, Payroll, Procurement and other applications.
Service/Product View
• This is a view of costs by IT service (or product). Accomplished using a service costing process.
Project View
• This is a view of costs at the Project level. Accomplished by a combination of assigning direct and allocated costs (from a cost allocation and/or chargeback process).
Consumer View (LOB/Agency)
• This is a bill of IT by organizational entities (LOB, Agency, Application). This is accomplished with a cost allocation and/or chargeback process.
IT Finance Views
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CIO
IT Managers LOB Managers
Portfolio &
Project Managers
Department &
Resource Managers
Individuals
Any producer or consumer of IT
benefits from financial data.
GL
View
Service/Product
ViewProject View
Consumer
(LOB/Agency)
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CIO
IT Managers
IT Controllers
LOB Managers
Portfolio &
Project Managers
Department &
Resource Managers
Individuals
• Vendor & Contract
Management
• Expense Management
• Service Management
• Service Costing
• Service Performance
• Benchmarking
• Supply & Demand Analysis
• Public/Private Cloud
GL
View
Service/Product
ViewProject View
Consumer
(LOB/Agency)
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CIO
IT Managers
IT Controllers
LOB Managers
Portfolio &
Project Managers
Department &
Resource Managers
Individuals
• Project Financials:
• IT financials by project,
portfolio & application.
• Details: Project, resource,
activity & task level.
• Invest/Maintenance Views
• Capitalization
• Often provide financial
summaries via interface to
PPM tool.
• Project forecasting, what-if…
GL
View
Service/Product
ViewProject View
Consumer
(LOB/Agency)
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CIO
IT Managers
IT Controllers
LOB Managers
Portfolio &
Project Managers
Department &
Resource Managers
Individuals
• Visibility: Allocated views of
IT costs by service,
application, project.
• Forecasting: Forecasting
consumption of IT services.
• Chargeback/Show-back?
GL
View
Service/Product
ViewProject View
Consumer
(LOB/Agency)
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CIO
IT Managers
IT Controllers
LOB Managers
Portfolio &
Project Managers
Department &
Resource Managers
Individuals
• Visibility: Reporting of
budget, forecast & actual
spend (allocated &
unallocated views).
• Resource supply & demand
analysis (by resource, FTE &
head count).
GL
View
Service/Product
ViewProject View
Consumer
(LOB/Agency)
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Effective Transparency IT Finance output that becomes an effective part of the every day
life of the manager
Accountability Workflow approval
Variance tracking
Actionable: The Right Data in the Right Place Deliver the data to the correct manager
Ensure they can and do understand the data & processes
Make sure they know their options
Understood & Actionable Transparency
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IT FM Tool: Key Success Factors & Common Pitfalls
Develop & Socialize a Roadmap
Both strategic & tactical
Socialize the plan
Acquire buy-in, rather than force cooperation
Establish a steering committee
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IT FM Data Sources
ITFM
GL
AP
Payroll
FA
Procurement
ContractsITSM
CMDB
Usage & Config
PPM
BI
Mainframe Midrange
Server Storage
Time Tracking (Labor)
Application Directory
SecurityAsset
Management
HR Other
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IT FM Tool: Key Success Factors & Common Pitfalls
Data & Process Preparation
The IT Finance Data Set: Completing the Alphabet
Identify required data
Ownership of source data – Assign data source owners to manage data quality, completeness, and delivery
Data & process improvements are often a by-product of an IT FM implementation
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IT FM Interfaces: Automation, Transformation, Validation
Interface Type Features Common Use
High Control • Staging Table (Preliminary)
• Control File/Verify Balance
• Control & Error Reporting
• Version Control (Raw Data & Table)
• Data Transformation Rules
• Data Validation Rules
• Audit Trail
• Financial Systems: GL, AP, Payroll,
Procurement, EPM (Hyperion Planning)
Medium Control • Staging Table (Import)
• Version Control (Raw Data & Table)
• Data Transformation Rules
• Data Validation Rules
• Audit Trail
• Utilization Metrics
• Configuration Data (CMDB, ITAM, ITSM)
• Organizational Hierarchies & Roll-ups
• Identity Management (AD, HR)
Low Control • Imports Direct to Target Table
• Audit Trail
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Contributors – Key People
Project Sponsor(s) - Gain Executive (both CIO-level and Finance Executive level) commitment
Finance and IT need to partner
High Quality PM - Assign a Project Manager to ensure regular communications and status updates on risk areas
IT Finance
Consumers of IT Finance Output
Data Source Owners
IT FM Tool: Key Success Factors & Common Pitfalls
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Simplicity Complexity
Simplicity Complexity
Easier to digest; more actionable Accuracy often drives complexity up; lack
of accuracy can damage credibility
Easier to maintain & repeat Poor data quality can drive complexity
Management gravitates toward simplicity Accountants gravitate toward complexity
Sweet
Spot
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Manage Scope
Don’t boil the ocean in phase 1
Start with something directionally correct & refine and evolve
Iterative process (stick to the strategic and tactical roadmap)
IT FM Tool: Key Success Factors & Common Pitfalls
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Application TCO
Take Top 5-10%
Limit collection of Application attributes (tiers, owners, etc.)
Limit mapping of infrastructure and labor
Limiting Scope: Application TCO
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If new to IT FM, you often seek… If experienced with IT FM, you often seek…
Rapid gain in capabilities; perhaps using
templated (OOTB) solutions and
standardized processes
Gain in efficiencies; automation and
streamlining of existing processes
Positioned to expand and mature… Expanding capabilities; grow functionality
Require a larger amount of assistance from
your vendor/partner
Process improvements; escape unnecessary
complexities; you know what you do well
and what you don’t
Experienced
(higher maturity)
New
(low maturity) 0 1 2 3 4 5
Tendencies
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1START
SMALL
2GATHER
YOUR DATA
3DRIVE BUSINESS
CHANGE
If IT FM is new to you, then…
Prioritize the key services
Demonstrate success and capability
Engage with the business and determine pain points
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Criteria
Capability (Data Integration, Calculation, Automation, Reporting & Analysis)
Flexibility
Ability to scale (size and functional extensibility)
Easy to perform analysis
Cost
IT FM Tool Evaluation & Selection
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Evaluation & Selection Process
Heavy engagement: Get face-to-face; discuss experience, methods, approach, etc.
Talk to references…don’t speed date!
Find a partner you can lean on…it’s a long term relationship
Demonstrations
Proof of Concept (POC) or “Day in the Life”
Learn about implementation teams (Vendor & IT) structure & process – What is your engagement going to be like…
IT FM Tool Evaluation & Selection
Implementation &
Design Workflow
Collect/Revise
Requirements
Author Design Documents/Artifacts
IT Finance Approval
Technical Approval
Customer
Review/Approval
Requirements collected in
somewhat standardized formats.
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Implementation Lead
IT FA & Implementation Lead
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IT Finance Advisory (ITFA)3
Development 4
5May include collaborative design
sessions with ITFA and
Development.
Where possible, joint meetings
may be more productive; acquire
Technical and Finance approval in
the same meeting.
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Primary focus on data analysis and developing analytical skills
Develop Base Line of Prior Months
Trending of Actuals (Monthly & Quarterly)
Technical Service (TS) and it’s components
Business Service (BS) and it’s components
Fixed v Variable Reporting
Unit Cost Analysis
Consumption by BU/Agency
Understand the components of Unit Cost, Fixed v Variable, 3rd Party Vendor
3 Month Deliverable – Trending Analysis Book
Quantitative and Qualitative
1-3 Months of Implementation
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Incorporate ITFM analysis & reporting into monthly financial process
Develop reporting that will be incorporated into monthly finance reviews
KPI, Actuals vs. Budget/Forecast, Fixed vs. Variable, Variance Analysis
Incorporate Budget & Forecast into cost model
Finalize and publish rates
Develop Bill of IT
Socialize with BU’s Finance teams
Update Trending Analysis
Incorporate automated reporting
6 Month Deliverable – Monthly Financial Review Deck
4-6 Months of Implementation
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Continue to Educate IT Management team on the tool
Conduct monthly/quarterly internal review meetings:
Service costs and Cost per unit with Service Managers
Application costs with Application Owners
Lines of Business (LOB) costs with Engagement Managers and LOB leaders
Analyze cost data to drive efficiencies:
Compare current vs. historical cost and cost per user data
Compare current cost vs. external vendor and benchmark information
Look at underlying cost drivers for each service/app and identify potential savings opportunities
Strive for ongoing process improvement:
Collect feedback from IT staff
Leverage additional operational data sources over time
Refine allocation rules
6-12 Months of Implementation
Initial
Dedicated
Advanced
Visionary
• Basic financials primarily
historically focused
• Financial information
aligned to cost centers
• One size fits all reporting
• No IT Billing – IT is FREE
• Primarily manual
environment
• REACTIONARY TEAM
• Financials include
qualitative and predictive
analysis
• Ability to identify trends at
a high level
• Cost by IT Tower
• Billing is Allocation based
• Standard reporting
available based on
published schedule
• RESPECTED TEAM
• Financials analyze End-
to-End product/service
cost
• Ability to identify
Operational impacts
• Billing is Consumption
based
• Reporting tailored to
customer needs
• On-demand access to
data
• IT Leaders are Financially
Savvy
• PARTNERING TEAM
• Financials models are
primary strategy leans to
develop IT future state
• Future state Capacity,
Demand,, Risk, Cost
analyzed in unison
• Complete cost
transparency
• Self Serve reporting
centrally administrated
• Real time access to data
• Exceptional Service
Brokers
• TRANSFORMATIONAL
TEAM
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The IT Finance Staffing Problem
IT Finance Staff Qualities
Finance degree
2-5 years experience – Corporate FP&A
IT Finance Boot Camp
Excellent analytical skills
Good communication skills
Some leadership qualities
Critical thinking (analyze, form judgments, take action, lead an initiative, ownership)
IT Finance Staffing
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• Dedicated IT Finance (2-30+ FTE)
• Advanced IT FM processes
• Highly centralized IT spend; LoB CIOs
• IT Budget: $50M-$2B+
Tier 1
• Limited or no IT Finance function (1-2 FTE)
• Limited IT FM processes
• Somewhat decentralized IT spend
• IT Budget: $20M-$50M
Tier 2
• No IT Finance function
• No IT FM processes
• IT Budget: Less Than $20MTier 3
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• On-Premise IT FM tools
• Leverage internal tools for selected functions (Hyperion, Data Warehouse/Data Marts for reporting)
• Automation using IT FM tools & IT resources
Tier 1&2
• Excel
• SaaS and hosted IT FM tools
• IT FM processes outsourced
Tier
2 & 3
Q&A
Q: Do we need an IT FM tool?
Q: Are we ready for an IT FM tool?