IT Asset Management and ITIL Technology Brief

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TECHNOLOGY BRIEF: IT ASSET MANAGEMENT AND ITIL IT Asset Management — A Cornerstone for Accelerating ITIL ® Success

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Transcript of IT Asset Management and ITIL Technology Brief

Page 1: IT Asset Management and ITIL Technology Brief

TECHNOLOGY BRIEF: IT ASSET MANAGEMENT AND ITIL

IT Asset Management — ACornerstone for AcceleratingITIL® Success

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ITIL® is a Registered Trade Mark, and a Registered Community Trade Mark of the office of Government Commerce, and is Registered in the U.S. Patent and Trademark Office.

Copyright © 2007 CA. All rights reserved. All trademarks, trade names, service marks and logos referenced herein belong to their respective companies. This document is for your informational purposes only. To the extent permitted by applicable law, CA provides this document “As Is” without warranty of any kind, including, without limitation, any implied warranties of merchantability or fitness for a particular purpose, or non-infringement. In no event will CA beliable for any loss or damage, direct or indirect, from the use of this document including, without limitation, lost profits, business interruption, goodwill or lost data, even if CA is expressly advised of such damages.

Table of Contents

Executive Summary

SECTION 1: CHALLENGE 2Understanding ITAM as a Cornerstone of ITILSuccess

An Asset Repository Is Not a ConfigurationManagement Database

ITAM is a Program

SECTION 2: OPPORTUNITY 5Achieving an ITIL-Compliant ComprehensiveITAM Program

Start by Assessing Your ITAM Program

Take a Phased Approach

Communicate Common Understanding

Deploy Technology That Supports the ITAM Program

SECTION 3: BENEFITS 12Supporting ITIL, ITSM and Your Business

SECTION 4: CONCLUSIONS 13Summarizing ITAM Value

SECTION 5: ABOUT THE AUTHORS 13

ABOUT CA Back Cover

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TECHNOLOGY BRIEF: IT ASSET MANAGEMENT AND ITIL 1

Executive SummaryChallenge

IT Asset Management (ITAM) is a cornerstone of IT Service Management (ITSM) yet isoften omitted from existing ITSM implementations or initiatives.

Version 3 of the Information Technology Infrastructure Library (ITIL®) expands theprocesses, functions and roles in the service life cycle. However, it still does not provideenough details on key process and functional integration points for ITAM. This lack of detailintroduces significant challenges for organizations looking to implement ITSM processes todrive higher quality, stability and availability of IT services. The asset life cycle has a directimpact on the service life cycle and vice-versa.

Opportunity

Today organizations are largely focused on continuously improving ITSM-related processesto increase service levels and manage risk to deliver value to the business, effectively managingcosts to do more for less and avoid unnecessary expenditures and controlling the changesand IT resource expansion associated with evolving business initiatives and technology.

The basis for the improvement of ITSM processes for many organizations is the adoption ofITIL best practices using the service life cycle approach. As more organizations adopt ITILbest practices, it is important to recognize and understand the role of ITAM in improvingITSM process.

A comprehensive IT Asset Management program is fundamental to managing the infra -structure that supports the delivery of IT Services to the business. ITAM is an importantbuilding block for organizations because it enables automated tracking, control and financialmanagement of the assets (devices and applications) that comprise the IT infrastructure.

Benefits

With ITAM it is possible to establish and maintain IMAC (Install, Move, Add and Change)best practices, improve asset service levels and manage service risk and IT resources in acost-effective manner and as part of a comprehensive ITSM program.

This document describes ITAM’s role in providing a solid foundation upon which to buildmeaningful ITSM processes. It also describes the engagement methodology andtechnology needed to implement a comprehensive ITAM solution that creates businessvalue across the service life cycle.

A pragmatic and phased approach to adopting ITSM and ITAM processes is recommendedto help to secure continued funding of your programs. This program development approachcreates recurring business value, improves your organization’s IT maturity and providessuccess at every step.

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Understanding ITAM as a Cornerstone of ITIL SuccessITAM manages the life cycle of IT assets — from planning through acquisition, managementand retirement. ITAM is concerned with all of the physical, financial and contractual aspectsof IT assets throughout their life.

IT ASSET MANAGEMENT PROCESS LIFE CYCLE

The goals of a comprehensive ITAM solution are:

• To acquire appropriate IT assets for an organization with minimum costs and maximumbenefits

• To optimize the use of each IT asset during its life

• To dispose of IT assets when they no longer provide a benefit compared to the cost tomaintain them

• To support IT asset compliance

• To provide the information needed for internal and external requirements, such as:– planning for mergers or acquisitions– regulatory compliance– license renewal– vendor negotiations– contract negotiation and renewal

SECTION 1: CHALLENGE

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FIGURE A

Illustrates the asset life cycle. Thehigh-level life cycle for ITAM is acomplete process.

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ITAM is crucial to the service life cycle that is now described as part of ITIL Version 3 ServiceAsset and Configuration Management. When an IT organization knows what infrastructurethey have and where it resides, they can provide service continuity and service availability andcan properly manage the costs of IT services. ITAM processes capture an organization’s assetportfolio details, such as asset configurations, contractual terms and conditions, ownership andfinancial attributes. A comprehensive, centralized ITAM program can make accurate, up-to-date information available as needed for harvesting and reusing assets, and asset allocation,budgeting and chargeback of IT services to meet business goals.

Once established, an ITAM program can support specific ITSM objectives and play animportant role in:

• Incident and Problem Management Provides the Service Desk and other IT staff with criticalasset configuration details, helpful ownership information such as lease details, warranty andservice contracts, and identifying problematic configurations or device conflicts. This canimprove first-call resolution rates and speed Mean Time to Repair (MTTR).

• Change Management and Install, Move, Add, Change (IMAC) Provides real-timeconfig uration information and, by linking service information to assets, can help to reducethe number of technicians required to execute planned changes, which reduces the dispatch-to-solution rate.

• Service Level Management Provides asset harvesting, software license tracking andwarranty-to-asset linking so that organizations avoid excess maintenance payments or finesand lower overall service costs.

An Asset Repository is Not a Configuration Management DatabaseThere is considerable confusion in understanding the differences between an ITAM assetrepository and an ITIL Configuration Management Database (CMDB).

• Asset Repository An asset repository maintains details about each asset such as theinformation associated with asset discovery, inventory management, contract managementand financial management. This repository is concerned with all assets, regardless of theirstatus and purpose, and the financial cost and legal compliance associated with each assetin the infrastructure. An asset repository is likely to be significantly larger than a CMDB inmost organizations.

• Configuration Management Database A CMDB is a special-purpose repository ofConfiguration Items (CIs) that contains business service to IT service relationships plus theunderlying dependencies of related assets. A CMDB is populated only with CIs containingbusiness IT service relationships and inter-dependencies that are linked to critical businessservices. Since ITIL is primarily concerned with CIs that are involved in service delivery, theCMDB purposely excludes non-service related assets in order to maintain focus on themission of service management.

The establishment of a reliable asset repository (derived from ownership and discoveryrepositories) is an excellent step toward the creation of a CMDB. In turn, a CMDB helps formthe basis for effective configuration, change, incident, problem and release management. Inaddition to helping create the CMDB, an ITAM asset repository can be continually leveragedto contribute to and maintain a large share of CI data, consisting of asset configurationdetails, ownership, contract terms and conditions, cost and vendor information.

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While it is important to understand that a CMDB can be built on top of an asset repository, thepurpose of the process frameworks and their respective repositories is different.

ITAM is a ProgramITAM is a program that includes processes and technologies. This program touches manydifferent business functions across the organization on a daily basis.

The following table lists the major ITAM processes, their role in the asset life cycle and thedepartments that are involved in each process:

TABLE 1

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PROCESS NAME

REQUEST

FUNCTIONS

• Request to provisiona service or an asset

• Approval(s) ofrequest

• Determine fulfillmenttype (from inventoryor new purchase)

DEPARTMENTS

• IT• Finance

ROLES

• Asset Manager• Department Budget

Manager• Service Desk

PROCURE • Procure new assetsor services when notin inventory

• Negotiate andestablish contractswith suppliers

• Link contracts tocatalog line items

• Finance • ProcurementManager

RECEIVE • Receive new assetsor services fromsuppliers

• Validate shipment(match receivedgoods to order)

• Finance• Facilities (or IT)

• Asset Manager• Financial Manager

MANAGE • Execute IMACprocesses

• IT • Service Desk

RETIRE • Retire obsoleteassets fromoperational use

• Acquire legalindemnification fordisposed assets

• Update asset status

• IT• Finance

• Asset Manager• Financial Manager

PLAN • Provide enoughstable consistentinformation foraccurate budgetingand forecasting

• IT• Finance

• Asset Manager• Department Budget

Manager• Financial Manager

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Achieving an ITIL-Compliant Comprehensive ITAM ProgramMature ITAM capabilities support proactive management of the entire IT asset base from cost,contractual, support and inventory standpoints. A comprehensive approach facilitates controland cost savings and requires integrating people, process and technology. When these threeelements work together, organizations are more likely to achieve integrated asset managementand experience greater benefits.

Start by Assessing Your ITAM ProgramBefore embarking on or extending the implementation of an ITAM program, it is importantto establish where an organization is today (current state). Understanding an organization’scurrent capabilities for ITAM is critical to developing strategic and tactical roadmaps that willdeliver ITSM improvements. The first step in implementing an ITAM program is to carry out acomprehensive maturity assessment to analyze existing processes, technology and organi -zation, and to identify business goals and IT needs. Based on this analysis, logical steps to helpdrive efficiency, effectiveness and overall maturity across the organization through increasedITAM capability can be identified, documented and funded to build a program.

Targeting ITAM process development initially at areas that will have the most impact onbusiness success will deliver short-term business benefits that will establish a strong businesscase for expanding an ITAM program. An assessment will identify the ITAM processes thatcan deliver the most business value and offer a phased project approach for realizingincremental value.

Take a Phased ApproachOrganizations are challenged with resource constraints and competing priorities, so a phasedapproach to achieving a comprehensive ITAM program is pragmatic. A phased approach alsoallows an organization to invest for business value and absorb solution maturity incrementally.This approach delivers documented cost savings and/or process improvements at each levelsustaining executive-level commitment to the program. Although it is important to planstrategically, it is equally important to implement tactically.

The following table illustrates the phases of an ITAM program implementation and thebusiness benefits delivered at each level. Regardless of which level an organization is currentlyin, it is important to prioritize future efforts. Establish a phased approach by targeting areas ofthe infrastructure that provide the highest business value and enable greater cost control overthe IT assets. This strategy delivers business benefits where they are most important tosupporting the delivery of IT services.

SECTION 2: OPPORTUNITY

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Communicate Common Understanding All stakeholders need to be a part of the assessment, planning and rollout phases. One of themain challenges to establishing a comprehensive ITAM program is educating people in allfunctional areas that touch the ITAM life cycle to use a common language. A commonlanguage helps people understand the complete asset management life cycle and define theirroles and responsibilities within the ITAM program. Depending on their function in theorganization, people typically have different definitions and perspectives of asset managementand its key activities.

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LEVEL

1

PHASE

AssetDiscovery

ACTIVITIES

• Identify deployed assets• Know what is in the infra structure

at any given point in time to a givenlevel of detail: hardware, software,network, etc.

• Know who is using assets, howfrequently, how much)

BENEFITS

• Understand and manageasset usage

2 InventoryManagement

• Identify owned assets• Compare owned with deployed

(inventory)• Identify “over” or “under” deployment

of assets and reasons (change policies,processes, procedures) and, over time,reduce the gap

• Manage compliance• Reduce over-purchasing• Enforce standards

(manage non-standard)• Redeploy assets

3 ContractManagement

• Introduce contracts• Link contracts to assets (hardware,

software, network, etc.)• Identify and capture critical terms and

conditions• Create workflow and event notifica -

tions, such as lease notifications,re-negotiation windows,cancellations, etc.)

• Manage maintenancecosts

• Manage contract servicelevels

• Automate contractrenewal

• Improve negotiationsand vendor/spendmanagement

4 FinancialManagement

• Planning and budgets• Analyze infrastructure blueprint prior

to planning and budgeting• Reconcile with fixed assets• Provide accurate asset data to

fixed assets • Invoice reconciliation• Automate invoice reconciliation

process• Asset allocation and chargeback• Track asset costs by cost center and

chargeback

• Improve budgetingprocess

• Improve management offixed assets/depreciation

• Improve management oftax payments

• Reduce payment oferroneous invoices

• Manage IT demand andbehavior by allocatingcost to actual consumers

TABLE 2

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Some of the stakeholders affected by assets in their daily work are involved with the followingbusiness functions, but these are not all of the business functions that would be affected by anITAM program:

• Procurement This function is concerned with information about asset cost, compliance withestablished agreements and supplier discounts.

• Finance This function is concerned with budgeting, asset depreciation, taxes and reportingfor compliance with regulatory requirements or mandates such as Sarbanes-Oxley or OMBCircular A-123.

• IT This function is concerned with the management of configurations and standardization ofhardware and software assets, images and patch levels.

All of these perspectives are valid but represent only a portion of the overall asset life cycle.ITAM impacts upon, and crosses, the boundaries of IT, Procurement, Contract Management,Receiving and Service Desk within an organization as shown in Figure B.

ITAM ROLES AND INTERESTS

Before embarking on the implementation of an ITAM solution, it must be clearly understoodby all stakeholders that ITAM is a process, what the ITAM process is and how each businessfunction is related to the ITAM process and to other business functions upstream or downstreamfrom their connection to the asset life cycle. During an assessment phase, the variousstakeholders and the nature of their relationship to an ITAM program would be defined.

Deploy Technology That Supports the ITAM ProgramAchieving a comprehensive ITAM program and delivering comprehensive ITAM processesrequires the implementation of technology. A large number of technologies can be integratedwith, and contribute to, a comprehensive ITAM program, but there are six main technologiesthat are essential to ITAM processes supporting the service life cycle. These six technologiesare highlighted in the following table and, in turn, each is discussed in detail.

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FIGURE B

All stakeholders need to be a part ofthe assessment, planning and rolloutphases to build an effective ITAMprogram.

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TECHNOLOGYCOMPONENT

Discovery

PURPOSE

• Provide a point in time view• Track evidence of technology usage

SUPPORTED PROCESSES

ITAM• Inventory management

ITIL• Configuration management

Service Desk • Initiate moves, adds and changes• Resolve user problems

ITIL• Change management• Incident management• Problem management

OwnershipRepository

• Enables:– Budgeting– Forecasting– Vendor negotiations– Invoice validation

• Track Ownership Information

ITAM• Asset allocation• Contractual management of

assets• Financial management of assets

ITIL• Configuration management

RequestManagement(Catalog)

• Enable end users to request IT andother services

ITAM• Request and approval processes

ITIL• Demand management• Request fulfillment• Service catalog management

Procurement andReceiving System

• Procurement system to capture newassets purchased by an organization

• Receiving system to validate thatassets ordered are what was shippedor brought into the organization

If an organization is using an EnterpriseResource Planning (ERP) system,procurement and receiving are typicallyin the same application.

ITAM• Addition of new assets into the

ownership repository for assetmanagement

• Asset validation• Invoice reconciliation• Vendor management

ITIL• Demand management• Financial management• Supplier management

HR System • Enable alignment of assets to theirowner or custodian

• Enable alignment of contractnegotiator to the contracts

ITAM• Asset allocation• Asset management

ITIL• Financial management• Service asset and

configuration management

TABLE 3

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Discovery Discovery refers to technology that is programmatically used to inventory, track and manageassets that are networked at some time within an organization’s environment. It is importantfor IT organizations to understand what infrastructure components they have and where theyreside. Discovery is one of the six major technologies for enabling an ITAM program andcontributes to the ITAM asset repository.

These tools describe asset information from a technical perspective, giving insight into the“makeup”, i.e. hardware and software inventory, of an asset. The following is a list of commontypes of asset attributes captured by a discovery tool:

• IP addresses

• Serial number

• Asset tag (if available in the BIOS)

• Processor speed

• Configuration files

• Attached devices

• Installed software

• Software usage

• CPU type

• Total memory

Discovery tools are one of the most widely used deployment or infrastructure managementtools and track assets to provide evidence of usage. Typically, discovery tools take regularinventories or snapshots of an organization’s networked assets and store the data in a centralrepository. When considering asset compliance, distinguishing between what an organizationlegally has a right to use (i.e., what they own) versus what is actually being used (i.e., what isdiscovered) is of the utmost importance. Discovery information can be reconciled against anownership repository to provide an audit that highlights discrepancies. Some discovery toolsare able to take the current and historical data relating to assets and convert this intomeaningful information about changes that have occurred.

Discovery tools are not able to capture or track asset costs, licensing data or contractual termsand conditions, and typically can detect only 60-70% of an organization’s total assets. Thesetools are not able to inventory assets that are disconnected from the network, such asequipment that may be stored in a warehouse, newly procured or associated with extremelysecurity-sensitive areas of an organization, such as research labs. The remaining 30-40% ofassets not addressable by discovery can be captured and tracked using other ITAMtechnologies that support asset life cycle management.

The challenge that most organizations face with discovery technologies is that they havemultiple discovery tools implemented and each tool provides a siloed view of technicalinformation related to a subset of IT assets. For an effective ITAM program, it is important toestablish consistency in the discovery information that is gathered for all IT assets. Adopting asingle discovery technology component to deliver a “single version of the truth” is necessary.

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Service Desk It is essential that an organization recognizes that its Service Desk is a crucial technologycomponent of an ITAM program and that ITAM supports processes across the service supportand service delivery aspects of ITSM. When the Service Desk is integrated with ITAM, anorganization gains the ability to track an asset as it moves throughout its life cycle. Where andhow an asset is being used can directly impact the financial information associated with theasset. In addition, maintaining up-to-date user and location information is imperative forservice support activities. This information is also used for accurate financial calculations suchas property tax and insurance payments.

Service Desk and ITAM are concerns of many ITIL processes, primarily incident, problem andchange management:

• Incident Management When a user has an IT asset problem, Service Desk personnel needaccess to the asset’s configuration data from discovery tools and contract information onwarranties and service levels (ownership repository).

• Problem Management Information about problems related to a particular asset or assetclass must be linked in a way that can be easily retrieved and reviewed. This asset informa -tion is helpful should future incidents occur and as information that can be provided tosuppliers if problems are endemic to a particular asset model.

• Change Management Under ITIL best practice guidelines, as change occurs throughout theorganization, the change should be initiated and tracked through service tickets. As standardIMAC processes occur, they must appropriately update the asset ownership repository toreflect the new information. This data can also be shared with the CMDB and updated inother open service tickets. In addition, having the availability of asset ownership repositorydata before a change is implemented allows organizations to determine the business impactof a change before it is initiated.

Ownership RepositoryThe ownership repository enables the life cycle management of an asset. Ownershipmanagement involves tracking financial, licensing and legal terms (i.e., the costs of owningassets). This information is used to:

• Reduce the cost of the entire asset management process

• Provide an independent record of ownership

The ownership repository records and maintains assets that an organization has a legal andfinancial right to use. This is different from the discovery repository, which provides recordsand maintains information relating to assets that are deployed in an organization’s environ -ment. The purpose of the ownership repository is to enable an organization to maximize theuse of any hardware, software or other owned, leased or licensed technology by relating thecost, inventory and contractual aspects of those assets, and to maximize the use of negotiatedrights contained in contracts. Together, however, discovery and the ownership repositorycontribute to form an ITAM asset repository.

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The ownership repository also makes it possible to manage the life cycle of an asset byproviding a holistic view of what an organization owns, who is using it and how it is being used.The ownership repository also propagates asset information with other business processesthat can confirm whether or not an asset is being used as effectively as possible and provides aclear understanding of what an organization is legally and financially authorized to use, whichestablishes a level of software or regulatory compliance.

One of the major functions of the ownership repository is to provide proof of ownership of ITassets. It can contain the following information:

• The original cost of an asset

• How an asset was acquired

• The recurring costs for an asset

• Any training and consulting received when the organization bought an asset

• The terms and conditions under which the organization is allowed to use an asset (this isimportant in relation to software)

• What the negotiated maintenance/cost caps are

• Whether an asset was leased or purchased

• The original configuration of an asset

• Any contractual agreements

• Interdependencies between specific pieces of software and hardware

Ownership management is the most misunderstood component of ITAM because mostorganizations have invested in at least one discovery tool and a service desk, but not in anownership repository. The ownership repository holds business information that helps anorganization make critical financial and contractual decisions about its assets.

Request Management System (Catalog)Request systems are the mechanism through which all users request IT services. These systemsmay be hosted by a service desk, an ERP system, a custom web order-entry application or aservice catalog. Request systems host a list of available assets and services that can be orderedby an end user. This list ranges from simple assets, such as a PDA, to more complex items (e.g.,services), such as hardware and software assets bundled together.

In addition to providing a list of available IT services the catalog, with incorporated ITIL bestpractices processes, provides a mechanism to forward all requests to the appropriate technicaland budgetary approvers in a manner that is consistent with the approval policies of anorganization. Typically the request system is integrated to the ownership repository so that thein-stock supply of surplus assets can be evaluated before a new procurement is initiated. Thisfacilitates the reuse of technology and helps keep IT supply and demand aligned.

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Many asset request systems are standalone, simply passing the request from one approvallevel to the next, ultimately passing it to procurement. In a more mature ITAM environment,the service catalog reflects the cost of the asset back to the user or budget holder who isrequesting the service. All asset costs (or prices) published in the service catalog would bebased on contract costs established with suppliers and as volume discounts are negotiated,the lower costs are reflected in the published service price. As a result an organization cancontinuously optimize its asset base and provide competitively priced services to end users orcustomers. For these reasons, it is the responsibility of both the IT and Finance departments tokeep the service catalog up to date.

Procurement and Receiving SystemThe integration of procurement and receiving systems within an ITAM solution provides anentry point for new assets in the ownership repository and initiates the start of life cyclemanagement for these assets. This integration enables an organization to maintain reliable,up-to-date information about the assets they have purchased and triggers software licensemanagement, invoice reconciliation and contract management tasks. Creation of new assetrecords early in the procurement process supports the ITAM program by tracking asset receiptand payment status. Once an asset is deployed on the network, it can be audited by adiscovery tool to confirm compliance.

Typically the receiving system is a module of the procurement system. Tracking physical orlogical receipt of assets is imperative in validating physical custody of an asset and confirmingthat what was received is what was ordered. Information provided from integration betweenthe ITAM ownership repository and the receiving system can be used to trigger staging andinstallation events, payments and additions to the ownership repository.

Human Resource SystemsThe interface between an organization’s ownership repository and its human resource systemis critical to an effective ITAM solution. This integration links individual hardware and softwareassets with specific people and makes it easier to track the status and location of IT assetswhen staffing changes, transfers or moves occur.

Maintaining employee and contractor data in the ownership repository facilitates ownership of theasset, aligning the asset to an owner/custodian or a contract to a negotiator/requestor. Withoutthis information, it is difficult, time consuming and error prone to track the movement of an asset.

Supporting ITIL, ITSM and Your BusinessSupporting ITIL objectives and having a positive impact on ITSM processes such as incident,problem, change, IMAC and service-level management are comprehensive benefits of an ITAMprogram. Specifically, ITAM processes deliver unique business benefits that enable anorganization to:

• Manage compliance

• Reduce over-purchasing

• Enforce standards (manage non-standard)

• Redeploy assets

SECTION 3: BENEFITS

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• Manage maintenance costs

• Manage contract service levels

• Automate contract renewal

• Improve negotiations and vendor/spend management

• Improve the budgeting process

• Improve management of fixed assets/depreciations

• Improve management of tax payments

• Reduce payment of erroneous invoices

• Manage IT demand and behavior by allocating IT costs to IT service consumers

In addition, a defined roadmap and a phased implementation approach can reasonably establishITAM processes across organizational boundaries and integrate essential ITAM functions in acontrolled manner. A phased approach also allows organizations to realize business benefitsincrementally and supports rational end-user adoption of improved ITSM processes.

Summarizing ITAM ValueTo deliver meaningful ITSM processes an organization requires strong foundations to buildupon. ITAM is one of the fundamental building blocks for helping organizations achieve ITSMmaturity and extend ITIL best practices.

A comprehensive ITAM program requires an organization to take a phased approach to itsimplementation, allowing them to realize the business benefits incrementally and on anincreasing scale, while establishing processes across organizational boundaries and integratingessential technology components in a controlled manner.

By establishing a comprehensive ITAM solution, an organization has a greater understanding ofwhat assets are in its infrastructure, where they are, who is using them and how they are beingused. This information provides an improved ability to deliver ITSM processes and bettermanage risk and IT resources, and is a cornerstone for ITIL success.

About the AuthorsJason Davis, principal architect for CA Services, has over 20 years of experience in IT workingacross the commercial, retail and manufacturing sectors. Since joining CA in 2000, Jason hasworked with a number of CA’s largest customers to deliver enterprise-class solutions that supportenhanced levels of IT management capability in the IT asset, IT service and infrastructure arenas.

Chip Galusha, currently a senior instructor for CA Learning and formerly a senior architect forCA Services, is extensively involved with CA personnel, partners and customers on a global scaleon all aspects of the ITAM space. Chip holds degrees in Computer Science and Broadcasting, aMaster of Business Administration, is a Certified IT Asset Manager and is ITIL Foundation certified.

To learn more about the CA’s approach to launching or maturing an ITAM solution, visitca.com/clientmgmt.

SECTION 4: CONCLUSIONS

SECTION 5:

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