Getting to Effective LCMWin by Hitting Singles!!Craig SchiefelbeinCEO, Paragon Development SystemsPDSPC.com

Life Cycle Management Simply put, LCM is knowing what you have, where it is and how it is being used. Then use that information to reduce costs, improve support and show the business side that you really do understand what is in your portfolio.

Why Effective LCM?Improves your quality of lifeReduces costIncreases user satisfactionDiminishes downtime/increases productivityFrees up resources (People and cash)Fulfills executive reporting needs

LCM StrategyPortfolio Approach requires Accurate asset information5 Components of IT Asset Portfolio Strategy (according to Meta)ApplicationsData and InformationInfrastructureOperations and ServicesHuman Capital

Portfolio ManagementFeel the Love

Why are we not there??Most who are able to see it get consumed with the whole task, instead of breaking it into singles to be hit!

Stakeholders/Environmental Impact Look to Notes

Todays ObjectivesTell you why LCMTell you what LCM can look likeTell you one way to get thereMore Leadership than ManagementCreate Component Checklist of Best Practices

Effective LCM can look like this!

LCM LeadershipAssess Receptivity to ChangeBuild a CoalitionCommunicate High Level Vision & TimelineEstablish a Common LanguageDevelop a Theme/Create a War RoomEstablish LCM Initiatives by PriorityCommunicate Component VisionGood is the Enemy of Great!

LCM LeadershipAssess Receptivity to ChangeBuild a CoalitionCommunicate High Level Vision & TimelineEstablish a Common LanguageDevelop a Theme/Create a War RoomEstablish LCM Initiatives by PriorityCommunicate Component VisionGood is the Enemy of Great!

LCM LeadershipAssess Receptivity to ChangeBuild a CoalitionCommunicate High Level Vision & TimelineEstablish a Common LanguageDevelop a Theme/Create a War RoomEstablish LCM Initiatives by PriorityCommunicate Component VisionGood is the Enemy of Great!

LCM LeadershipAssess Receptivity to ChangeBuild a CoalitionCommunicate High Level Vision & TimelineEstablish a Common LanguageDevelop a Theme/Create a War RoomEstablish LCM Initiatives by PriorityCommunicate Component VisionGood is the Enemy of Great!

LCM Priorities

10. Automated Asset Discovery Processes and Tools7. Centralized Repository for Asset Data5. Documented Asset Management Process and Procedures8. Defined and Measured Service Level Agreements (SLA's)9. Documented Change Management Policies4. Defined Hardware Life Cycle Strategy6. Integrated Help Desk3. Defined Contract Management Policies1. Defined Hardware Standards and Selection Criteria2. Defined Vendor Standards and Selection Criteria

LCM LeadershipAssess Receptivity to ChangeBuild a CoalitionCommunicate High Level Vision & TimelineEstablish a Common LanguageDevelop a Theme/Create a War RoomEstablish LCM Initiatives by PriorityCommunicate Component VisionGood is the Enemy of Great!

Communicating Vision

Its about speaking to hearts/human need more than minds/processHere is where you create their purpose more than their dutyYou are dependent on them not the other way aroundUse factual illustrations where possibleSet & manage expectations appropriatelyYou may need to frame the project as a business or industry changeWhen and what successes or timelines will be celebrated?Have a final call to action!!

A Vision is something that looks out, its an image. Here is where you cast it out, for them to see themselves looking back to today. Its strategic not tactical. The tactical part comes when the action plan is conveyed.

Remember, a leader communicating vision is-where you are capturing hearts/human need more than minds/process-where you create their purpose more than their duty-using factual illustrations where possible-setting & managing expectations appropriately-often times framing the project as a business or industry change-sharing the success or timelines to be celebrated? (remember, they dont buy your story, but your belief in your story)Your vision is your strongest asset as long as you communicate that vision with precise images that excite and inspire others. After all, a leader is a person who is commissioned to help others get to better place without them initially knowing that a better place exist.

Establish LCM Initiatives by Priority

Let me paint a picture of an attainable reality

Sheet1

GLCP No.GLCP No.Good Life Cycle Practices - GLCP's

1Kerry Marti1Defined Hardware Standards and Selection Criteria

2Tom Mount2Defined Vendor Standards and Selection Criteria

3Jerry Kluza/Carl Wilhelm3Defined Contract Management Policies

4Jerry Kluza4Defined Hardware Life Cycle Strategy

5Kerry Marti/Craig Schiefelbein5Documented Asset Management Process and Procedures

6Lance Berg/Jerry Kluza6Integrated Help Desk

7Carl Wilhelm7Centralized Repository for Asset Data

8Dianne Olsen8Defined and Measured Service Level Agreements (SLA's)

9Kerry Marti/Craig Schiefelbein9Documented Change Management Policies

10Carl Wilhelm/Lance Berg10Automated Asset Discovery Processes and Tools

&L&F

Sheet2

Sheet3

Chart21

44.2391304348

3.82608695654.0434782609

3.08695652173.5652173913

2.97826086963.6739130435

2.86956521743.7173913043

2.91304347833.7826086957

2.80434782613.7173913043

2.69565217393.5652173913

2.80434782613.7173913043

2.3478260873.4782608696

Importance

Implementation

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Alignment of Importance and Implementation Ratings

PieCharts

As of 9/14/01 - 46 respondents

IndustryCount16. Does your organization consider asset management initiatives distinct projects with a defined project plan and timeline?

Healthcare15Yes17

Manufacturing9No29

Services7Total46

Education7

Other417. Has your organization defined a specific individual(s) who has distinct ownership of IT asset management as an initiative?

Government3Yes24

Utilities1No22

Total46Total46

RoleCount18. How does your organization identify the location of an IT asset?

IT Manager/Director28By user and physical location21

Technical/Frontline13By physical location13

CIO or equivalent5By user11

Total46Other1

Total46

SizeCount

Less than 100026

1000 or more20

Total46

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Responses by Industry

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glcpIDglcpDateiq1ia1iq2ia2iq3ia3iq4ia4iq5ia5iq6ia6iq7ia7iq8ia8iq9ia9iq10ia10iq11ia12ia13ia14ia15yn16yn17IDLocationcompanywebsiteindustrynumPCsroleemailcomments

6813-Sep-01545533532443425533537544401By physical locationMerton Schoolswww.merton.k12.wi.usEducation300CIO or EquivalentNullNull

3104-Sep-01554342434444453242428544401By user and physical locationSherman Health Systemshermanhealth.comHealthcare900CIO or Equivalentsteve.chapman@shermanhospital.orgNull

7214-Sep-01555553335443434254437453311By user and physical locationChil,dren's Health System, Incchw.orgHealthcare1500CIO or Equivalentmjones@chw.orgNull

6112-Sep-01554444443311445544449553311Otheraa@comOther1400CIO or Equivalentdstrom@tds.netNull

5712-Sep-01444422223321441111316221201By userBuilding Service, Inc.buildingservice.comServices120CIO or Equivalentjmacejkovic@buildingservice.comNull

4.84.64.44.23.62.83.633.43.632.443.63.633.42.842.6CIO or Equivalent Average

3404-Sep-01444433444341424442437232301By physical locationMid-State Technical Collegewww.midstate.tec.wi.usEducation1000IT Manager or Directormhenfer@midstate.tec.wi.usNull

3604-Sep-01545443434354544355337442311By user and physical locationDepartment of Public Instructionwww.dpi.state.wi.usEducation550IT Manager or Directorsuzanne.linton@dpi.state.wi.usCarrie,Thank you for having this fixed for Netscape.

3905-Sep-01544444425343544242416442511By user and physical locationMadison Metro School Districthttp://www.madison.k12.wi.us/Education8000IT Manager or Directormhevans@madison.k12.wi.usNull

5912-Sep-01523322535343443253212232100By userMilwaukee Public Museumwww.mpm.eduEducation250IT Manager or Directorgruber@mpm.eduNull

6512-Sep-01553311433211113322115321301By user and physical locationThomas More High Schoolwww.tmore.orgEducation248IT Manager or DirectorNullNull

4810-Sep-01343344333344334333227433301By user and physical locationSocial Development Commissionwww.cr-sdc.orgGovernment250IT Manager or Directorswu@cr-sdc.orgNull

7314-Sep-01444344334232424443447443510By userCity of Racinewww.cityofracine.orgGovernment500IT Manager or Directorpburdick@cityofracine.orgNull

2731-Aug-01444444434444455555436344301By physical locationAlterra Healthcare Corporationwww.assisted.comHealthcare1750IT Manager or Directorpwolf@assisted.comNull

2903-Sep-01555555434355433342318432300By physical locationCovenant Healthcarewww.covhealth.orgHealthcare3000IT Manager or Directorlgriffith@covhealth.orgNull

3304-Sep-01555555535355555353548332310By physical locationCovenant HealthSystemwww.covhealth.comHealthcare1200IT Manager or Directordrinovskyw@covhealth.comNull

4410-Sep-01543232525234324244424321201By physical locationDean Health Systemwww.deancare.comHealthcare2300IT Manager or Directorgehrett_travis_d@ssmhc.comNull

4910-Sep-01434454545553445433547333300By user and physical locationMedical College of Wisconsinhttp://www.mcw.eduHealthcare3000IT Manager or Directorskrogull@mcw.eduNull

6012-Sep-01555553545251315253538323311By user and physical locationChildren's Health Systemchw.orgHealthcare1500IT Manager or Directorwolive@chw.orgNull

6212-Sep-01525344524243434141413341310By user and physical locationMedical College of Wisconsinwww.mcw.eduHealthcare3200IT Manager or Directorkcino@mcw.eduNull

4107-Sep-01555531553131423131418321201By userSimplicity Mfg Incwww.simplicitymfg.comManufacturing160IT Manager or Directordjw@smimail.comNull

4208-Sep-01151414131313131412126332301By user and physical locationPC PlusnoneManufacturing350IT Manager or Directorstevea123us@yahoo.comI am interested in finding more information on a tool that will improve asset management.

4310-Sep-01554543444344424353327443300By user and physical locationHarley-DavidsonHarley-Davidson.comManufacturing6000IT Manager or Directorjim.nejedlo@harley-davidson.comNull

4610-Sep-01334323234243523342425222300By userEverbritewww.everbrite.comManufacturing400IT Manager or Directorddamitz@everbrite.comNull

5612-Sep-01553533455521333355228334400By physical locationPemco Inc.www.pemco.kpl.netManufacturing200IT Manager or Directorrandy.reklaitis@pemco.kpl.netNull

6412-Sep-01434333445342442142436331100By user and physical locationBradley Corporationwww.bradleycorp.comManufacturing230IT Manager or Directorkathy.larsen@bradleycorp.comWasn't sure what question #13 was, so I marked it average.

2831-Aug-01435455325355524355315441311By userPromegawww.promega.comOther700IT Manager or Directorbdoeden@promega.comStaffing and Budget are usually what prevents full implementation of a good or great asset management program.

5512-Sep-01555443434343424344536333400By user and physical locationKohl's Dept. Storeswww.kohls.comOther5000IT Manager or Directorjerry.swick@kohls.comNull

5212-Sep-01444331414453552121335442201By userBuilding Service, Inc.www.buildingservice.comServices130IT Manager or Directorchoeffler@buildingservice.comNull

5312-Sep-01444433223344323422226432300By physical locationQPS Staffing Services, Inc.www.qpsstaffing.comServices140IT Manager or Directordelliott@qpsstaffing.comNull

5412-Sep-01433313335444552354337541411By user and physical locationNorlightwww.norlight.comServices325IT Manager or Directordlueck@norlight.comNull

6613-Sep-01224433322311113333333432200By user and physical locationOnCourse Information Services, Inc.www.oncourseinfo.comServices75IT Manager or Directorrickm@ocisi.comNull

7013-Sep-01233322221311111142114521100By physical locationCREATIVE BUSINESS INTERIORS, INC.www.creativebusinessinteriors.comServices40IT Manager or DirectorNullNull

3004-Sep-01444444413232414244424221211By userWisconsin Electricwe-wg.comUtilities7000IT Manager or Directorcarol.kwiatkowski@wepco.comWe are just realizing the importance of asset management and have planned and budgeted projects to address the deficiencies.

4.14285714293.89285714293.92857142863.78571428573.35714285713.17857142863.752.92857142863.89285714292.92857142863.60714285712.85714285713.64285714292.78571428573.42857142862.71428571433.85714285712.89285714293.28571428572.25IT Manager or Director Average

3705-Sep-01555555545555554433339553411By user and physical locationUW System Administrationwww.uwsa.eduEducation350Technical/Frontline Supportmries@uwsa.eduNull

3204-Sep-01555554435252445354316233201By physical locationState of Wis. - DHFShttp://www.wisconsin.gov/state/homeGovernment6500Technical/Frontline Supportnelsoal@dhfs.state.wi.usThanks.

4005-Sep-01434432321123342233346432311By user and physical locationRogers Memorial Hospitalwww.rogershospital.orgHealthcare150Technical/Frontline Supporthrahnheim@rogershospital.orgNull

5812-Sep-01555555555353535453427334400By physical locationProHealth Care Inc.www.waukeshamemorial.orgHealthcare2500Technical/Frontline Supportharold.cramer@phci.orgNull

6312-Sep-01434352434243525343525233410By physical locationn/an/aHealthcare3500Technical/Frontline Supportbeer.man@verizon.netNull

6713-Sep-01543323331132212121436222300By physical locationThedaCarewww.thedacare.orgHealthcare2200Technical/Frontline Supportgreg.brochtrup@thedacare.orgNull

6913-Sep-01555553434354335243536432300By user and physical locationPHCINullHealthcare2500Technical/Frontline Supportmarie.gorczany@phci.orgNull

7114-Sep-01355444354451514131535431101By user and physical locationRanch Community Serviceswww.ranchwi.orgHealthcare39Technical/Frontline Supportmburnside@ranchwi.orgNull

3805-Sep-01443333324355545533547453411By userLeeson Electricwww.leeson.comManufacturing500Technical/Frontline Supportheppekm@leeson.comNull

5010-Sep-01222221222242111131335232210By user and physical locationBradley Corpwww.bradleycorp.comManufacturing250Technical/Frontline Supporttim.popp@bradleycorp.comNull

5111-Sep-01444443443254434444328343310By user and physical locationKraft Foodswww.kraft.comManufacturing5000Technical/Frontline Supportrstangler@kraft.comNull

4710-Sep-01444242314253415133414332200By userUWGNullOther150Technical/Frontline Supportduke.mihajlovic@cobalt-corp.comNull

4510-Sep-01535452333255313242114332500By userIndependenceFirstwww.independencefirst.orgServices60Technical/Frontline Supporttuyehara@independencefirst.orgI would love to be able to do the above, but believe it is impractical as we are non-profit and a services rendered mentality dominates. IT is a tool used to help track rendered services, but its significance is yet to be discovered. I doubt I will live

4.230769230844.15384615383.7692307692433.53846153853.07692307693.46153846152.46153846154.46153846153.23076923083.76923076922.53846153853.84615384622.53846153853.53846153852.61538461543.69230769232.4615384615Technical/Frontline Support Average

4.254.014.053.833.563.083.672.983.712.893.762.903.722.823.562.703.712.813.492.35

4.244.004.043.833.573.093.672.983.722.873.782.913.722.803.572.703.722.803.482.35Grand Average

iq1ia1iq2ia2iq3ia3iq4ia4iq5ia5iq6ia6iq7ia7iq8ia8iq9ia9iq10ia10

4.244.004.043.833.573.093.672.983.722.873.782.913.722.803.572.703.722.803.482.35

Iagap

01 Defined Hardware Standards and Selection Criteria14.004.240.24iq1

02 Defined Vendor Standards and Selection Criteria23.834.040.22iq2

03 Defined Contract Management Policies33.093.570.48iq3

04 Defined Hardware Life Cycle Strategy42.983.670.70iq4

05 Documented Asset Management Process and Procedures52.873.720.85iq5

06 Integrated Help Desk62.913.780.87iq6

07 Centralized Repository for Asset Data72.803.720.91iq7

08 Defined and Measured Service Level Agreements (SLA's)82.703.570.87iq8

09 Documented Change Management Policies92.803.720.91iq9

10 Automated Asset Discovery Processes and Tools102.353.481.13iq10

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00

00

00

00

00

00

00

00

00

Importance

Implementation

Gap

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Average Rating

Alignment of Importance and Implementation Ratings

LCM Priorities10. Automated Asset Discovery Processes and Tools5. Documented Asset Management Process and Procedures7. Centralized Repository for Asset Data8. Defined and Measured Service Level Agreements (SLA's)9. Documented Change Management Policies4. Defined Hardware Life Cycle Strategy6. Integrated Help Desk3. Defined Contract Management Policies1. Defined Hardware Standards and Selection Criteria2. Defined Vendor Standards and Selection Criteria

10. Automated Asset Discovery Processes and Tools

Identify individual(s) responsible for administering the asset management processAssess and prioritize toolset requirementsLong term viabilityMap to strategic IT technology environment / IT VisionEstablish a one-time baseline inventory of hardware, software, and other IT assetsEstablish policies and procedures for usage monitoring and proactive use of data to reduce costsMeasure improvements and communicate success!

5.) Documented Asset Management Process and ProceduresAssign ownership and communicate to all affected business unitsDefine/document inventory policies and proceduresWhat is to be trackedFrequency of inventoryMethods for collecting informationReconciliation processTrack Lost equipment or missing informationDefine deployment and retirement models

7. Centralized Repository for Asset DataAssess information needs within ITO, where this information is currently located and assess its accuracyDecide the appropriate approachAll-inclusive databaseVirtual repositoryHoly Grail approachShare the wealth! Information is decision making power.

8.) Defined and Measured Service Level Agreements (SLA's)Closely tied to GLCPTM 6 - Integrated Help DeskAssess exiting SLAs (formal and informal)Implement StructureAsset Deployment PlanProcess to manage IT Service LevelsTools for effective SLA deliveryAsset Retirement PlanCommunicate SLAs (and performance) to customers

9. Documented Change Management PoliciesImplement change management guidelines Track physical location of assets Embed the physical location DMI / WMI Deployment procedures for life cycle turnover Link to HR Implement lock down of workstationsManage all desktop changes through an integrated help desk

4. Defined Hardware Life Cycle StrategyDefine hardware requirements Define procurement standards Implement usage-monitoring toolsets Implement efficiencies for mass deployment and mass retirement of assets Measure and communicate the benefits of this strategy

6. Integrated Help DeskAssess use of help desk as the single point of contact (SPOC) for IMAC Activity Provide help desk access to real-time asset inventory & historical asset data Implement use of client remote control tools for help desk support staff Market help desk successes and improvements

3. Defined Contract Management PoliciesAssign ownership for ContractsImplement central database or contract management application for existing contract informationDefine what is essential to measure, track, and share with the organizationIntegrate contract management policies and tools with other LCM tools and policies

1. Defined Hardware Standards and Selection CriteriaDefine business needs and standard model(s) Standard profile (image) management Forecast desktop requirements over the product life cycle Establish ownership for end of life (EOL) management

2. Defined Vendor Standards and Selection CriteriaEstablish centralized control of vendor selection process in multi-site organizations Reduce number of primary vendors based on breadth and depth of products and services Assess vendor image and configuration management capabilities Assess vendor LCM capabilities Define and evaluate performance SLAs

LCM Priorities10. Automated Asset Discovery Processes and Tools5. Documented Asset Management Process and Procedures7. Centralized Repository for Asset Data8. Defined and Measured Service Level Agreements (SLA's)9. Documented Change Management Policies4. Defined Hardware Life Cycle Strategy6. Integrated Help Desk3. Defined Contract Management Policies1. Defined Hardware Standards and Selection Criteria2. Defined Vendor Standards and Selection Criteria

Effective LCM can look like this!

You get Chicks!!You get Chicks cause you have more cash!You get more cash because of your promotion!You got your promotion because you saved the company huge cash all while providing better information/lower risks!

Carl Insert information from Meta White PaperStakeholders are individuals or groups that are directly or indirectly: Effected by the LCM guidelines or processes Have an effect on the quality of execution of LCM initiatives and data Have an influence on the success of LCMIn the strategic planning for the LCM initiative stakeholder priories must be assigned. That is to say that success may require prioritizing the order in which stakeholders will be satisfied.In Figure 1, the stakeholder examples are part of the immediate environment of an organization. The nebulous effects of the General Environment must be considered when identifying stakeholder expectations and priorities.Specific Stakeholders must be identified during the initial stages of change. Many will be the primary source for reviewing the existing LCM environment site by site, GLCP by GLCP.

NOTE: Diagram Needs to be Modified.

This is an alignment chart comparing importance and implementation ratings for the total sample. As more data comes in, this would be interesting to do over industry segments, and ultimately for one customer. The more the two lines diverge, the more the organization is considered out of alignment.According to GartnerGroup Research and Advisory Services, by 2003 80percent of enterprises will dedicate at least one full-time staff position for IT asset data administration. Establish a baseline draw a line in the sand by which to measure processes and improvements To successfully track and manage an IT asset throughout its life cycle, an organization must be fully aware of all stages of the defined life cycle and document the process for procuring, handling, and maintaining the product accordingly. A clearly defined process should be in place to address any activity where an asset is touched or utilized for a reason other than its designated purpose that could result in a change to the inherent value and/or trackability of the asset. In addition, any procedures implemented must be done with full knowledge of how each GLCP interrelates in order to simplify processes and procedures.Individual departments such as Purchasing, Finance, and IS will all require different information about desktop assets. For each department that requires data, it should be noted what data is required, when it should be updated, and how the information is reported and processed. A single point of contact (Owner of Asset Management) is required to insure needs are met

Depending on what is prompting the acquisition, an organization may utilize several different deployment strategies. In an Add/Change situation, due to a new hire, new position, or new workstation, or a non-life cycle turnover replacement, an asset is deployed to the field. In a life cycle turnover a mass deployment may be driven by end of usable product life, end of lease (EOS), or end of warranty (EOW). A centralized asset repository is a data warehouse that controls and tracks all pertinent asset data tied to a specific asset throughout its life cycle, including: location, configuration, applications, standard image, end-user, and service call history.This repository may contain (but is not limited to) asset data from planning and procurement systems, discovery or asset tracking tools, baseline inventory inputs, information from existing spreadsheets or databases, as well as manual entries. This combined information establishes a centralized repository of detailed inventory, cost, and licensing information about an organizations assets that is accessible to identified business units (e.g. Human Resources, Finance, Procurement, Shipping, and Receiving).A centralized repository for asset data can generate savings by providing real-time information to verify invoices, negotiate volume purchases with vendors, identify over-used/under-used assets, better manage contracts, improve control over the procurement process, and expand the tracking of assets from a licensing and financial perspective.Assess includes defining reporting requirements and how the information can be usedBased on an organizations business model and technology requirements, there are three directions to follow towards a centralized repository for asset data. The first approach is an all-inclusive database that is updated by all tools and procedures involved in LCM. The second is a virtual repository of data created by a business intelligence tool that creates reports from multiple tools and data in multiple locations. Options one and two can be a gradual approach to asset management. They allow an organization to adopt best of breed applications (that might already be installed) and then work to share the information from those tools. The third direction (HOLY GRAIL APPROACH) a company can adopt is to select a product that attempts to do everything. Often times there is a central application and additional modules and products that can be installed to achieve the desired level of functionality. This approach may lead to concessions on certain GLCP or features (of modules) in pursuit of a single asset management tool.

The primary objectives of a well-defined SLA are to align IT service levels with business critical applications and requirements, and provide quality, measurable service that drives high levels of customer satisfaction and cost efficiencies.Access to real-time asset information contributes significantly to the quality of an SLA. For example, access to accurate asset data will assist IT in resolving service requests remotely, or more accurately diagnosing problems prior to dispatching and scheduling staff to perform break/fix services. As a result, higher levels of service response time and resolution can be defined within an SLA. These higher-level SLA commitments will in turn reduce indirect, peer support costs (up to 40%) incurred when end-users take control and attempt to resolve their own desktop asset issues.A structured approach to asset deployments aids in setting user expectations regarding standard hardware, applications, upgrades, and desktop life cycle strategy, including the productive life cycle of an asset; procedures regarding cascading of assets based on application requirements, and hardware retirement guidelines. This area involves managing the total service delivery process including the up-front engagement, expectation setting, formal SLA management, and service improvement. This area involves managing the technology that the help desk depends on to maintain service levels to end customers, including both the technical tools and associated processes. The help desk must have access to the tools and technologies necessary to assist it in the achievement of desired performance levels in a timely and cost-efficient manner. Change management includes the methods and processes an organization follows to monitor and track physical and logical changes to desktop assets. It involves the implementation of policies, procedures, and tools to eliminate unauthorized changes to hardware and software, as well as minimizing incidents of authorized maintenance of the asset. Good change management solutions typically include a database of changes, so that a record of all activity regarding the asset is available.

LOCK DOWN of workstationswhile Windows2000 is more secure, its not just out of the box, need to plan

All changes to desktops, whether hardware, software, or location, should be logged and tracked through a central help desk. Empowering the help desk with tools like remote control and remote software deployment enable calls to be closed quickly and efficiently and promote user confidence.See GLCP 6 Knowing specific use patterns enables IT to upgrade or replace hardware based on a users need. Hardware from power users may be recycled to users with minimum computing requirements. Over-specifying is minimized since hardware requirements and usage trends are more fully understood. Redeployment of assets can be accomplished in such a way as to have the right level of hardware associated with the most appropriate level of user. Retirement can be strategically timed to maximize lease arrangements and optimize refurbish opportunities.

An integrated help desk will empower support staff to make more informed decisions (cost savings through efficiency), and provide information on financial ramifications of their efforts (track labor costs per asset).

Integration of help desk capabilities with asset management data and tools has become increasingly important as organizations focus more on efficiency of call handling and increasing first-call resolution. This focus results in reduced support costs as well as higher service levels to external or internal customers.

Contract management should support and create efficiencies in asset management workflow and in essence keep asset management staff out of filing cabinets and focusing on assets and details.Additionally, good contract management policies ensure accurate tracking of contract usage so that an organization can be more effective during contract renegotiation.

OWNERSHIP-Identify Types of Contracts to be Managed and TrackedOrganizations must identify what constitutes a contract and what aspects must be tracked. Types of LCM contracts encountered by IT organizations include:-Hardware Lease Agreements-Software Lease Agreements-Software Licensing-Telecommunications Agreements-Maintenance/Service Agreements-Consulting Agreements-Managed Warranty Repair-Parts Closets

An organizations contract manager can leverage these toolsets and procedures by viewing historical information pertaining to contract usage. This historical information aids in evaluating the appropriateness of contract coverage or terms and conditions. This information can be essential in the overall evaluation of the contract.In addition, integration of these tools will allow easy access to contract information for other IT teams requiring information on support, maintenance, leasing, or licensing.Integration with a Centralized Repository for Asset Data (GLCP 7) will allow the notification of affected contracts when assets are retired. In order to optimize the performance, reliability, and value of an IT asset, the organization must have controlled standards for desktop hardware. Standard in this instance refers not only to the manufacturer but also to specific models and components within the specified models, as well as any software or device drivers required for operation of the device. The selection process for standard products should be clearly defined, and include such factors as: application requirements, user satisfaction, product availability, support availability, and manufacturing life cycle.

Volume acquisition of tightly controlled desktop hardware has direct cost savings at the time of acquisition, as well as indirect cost savings in all stages of the assets life cycle. Examples of cost savings include, but are not limited to, image management, procurement of replacement/upgrade components, technician product knowledge, software compatibility, and retirement value.

The objective of defined vendor standards and selection criteria is to reduce vendor variability and increase the breadth and depth of how primary vendors interface with the six phases of life cycle management. An organization should require and take advantage of a vendors ability to perform life cycle activities as a means of reducing its total overall IT costs.A high level of vendor consistency based on structured evaluation criteria and vendor capabilities ensures predictable results and lower life cycle costs. Processes that control the inputs to a life cycle system make all life cycle practices downstream less expensive.

An organization should negotiate performance Service Level Agreements (SLAs) with vendors and periodically review vendor performance against SLA requirements to ensure that vendors actual capabilities are meeting agreed to commitments.