BizTechNet.org http://www.biztechnet.org Thu, 09 Feb 2012 07:49:06 +0100 FeedCreator 1.7.2 http://www.biztechnet.org/images/M_images/rss10.gif http://www.biztechnet.org BizTechNet.org http://www.biztechnet.org/content/view/206/116/ I'd like to present the industry's first Technology Asset Management Body of Knowledge - the TAMBOK. You can find it by clicking on the link at the end of this post, but please take a moment to read this brief introduction. Fair warning: I rarely talk about “me” but today, for this purpose, I’m giving you my personal/professional perspective. For those of you who may not know my background, I've been in the technology asset management industry for over twenty years. Here’s where I’m coming from… Since 1988 I have been developing and delivering collegiate-level programs in Negotiations, Buying Technology Assets, Project Management and other related business topics. In 2000, I designed and delivered two of the first professional certification programs in the technology asset management industry - one for Software Asset Management and another for Technology Asset Management. However, in 2004 I found myself forced to take a step back and to view the asset management professional development industry from a new perspective. I've spent nearly half a dozen years in intense study of credentials and of the credentialing processes used by some of the top professions - and I have been highly disappointed in the existing certification programs in our field. We need a paradigm shift Frankly, fewer than 5% of technology asset management-related training programs I’ve reviewed are performing an effective job of establishing and building our profession. Don't get me wrong: As a sort of training wheels beginning, we've produced some decent certifications over the past eight or so years - but we STILL haven't kicked the proprietary supplier/product habit. The vast majority of our training and certifications have been designed by, and in many cases are still delivered by, partners, pals, and allies of the very industry suppliers that created the financial and liability needs to establish technology asset management systems in the first place. (While this is not necessarily a terrible state of affairs, it CAN BE easily translated into a less-than-credible focus on marketing over professional preparation.) I think it’s well beyond time that we converted our professional preparation into a supplier- and product-agnostic process – one genuinely designed and developed BY practitioners, FOR practitioners – a program series that is based on solid learning methodologies (Think Bloom’s Taxonomy) and shaped to help you obtain and retain professional career employment by delivering serious business value to the enterprise. This is the main reason why I worked with other asset managers to create the industry’s first non profit organization specifically focused on credentialing asset management practitioners: The Institute for Technology Asset Management (http://www.TAMinstitute.org). It’s also why we’ve chosen to formally document our profession in the Guide to the Technology Asset Management Body Of Knowledge - The TAMBOK. TAMBOK = What you need to know So... Here's what I've done. I've spent the last few years working with over three hundred business professionals, academicians, and asset management practitioners to re-envision our collection of certificates into a serious credential program - one based on a cost-effective and publicly available Body of Knowledge as well as a credible credential preparation program of study. Together, we have built this Guide to the Technology Asset Management Body of Knowledge (TAMBOK) to accurately reflect the skills you need to perform well in the fields of Software Copyright Compliance Assurance (SCCA), Software Asset Management (SAM), Technology Asset Management (TAM / ITAM), and Technology Portfolio Management (TPM). Understand that the copy of the TAMBOK currently available - our Third Edition - is the culmination of a series of short, yet comprehensive, reviews to bring together the major components into a credential series that not only speaks to what you KNOW, but also to what you can DO with that knowledge. The major components of the TAMBOK include the following: Four Life Cycle Process Groups o Procurement o Distribution o Operations o Governance Six Practice Areas o Portfolio Management o Business Management o Financial Management o Risk Management o Contract Management o Project Management And Over Fourteen Applied Competency Areas o Think about focused applied capabilities in topics such as Negotiations, Audit Methodologies, License Management, Documentation Management, and others. We've come a long way with these professions since I first developed and implemented the knowledge infrastructure of my former association. After extensive research and development, our working group determined that we need to take the next step of converting the traditional certificate process from a few hours of lecture followed by a memorization test - into a credible credentialing system that mirrors the success of such credentialing programs as those provided by the Project Management Institute, the AICPA, the Contract Managers Association, and others. (There is an extensive list of organizations from which we drew samples, guidelines, and advice in the TAMBOK Appendix.) That next step begins with a formal Body of Knowledge - the TAMBOK - on which we can build and evolve a solid foundation of applied capabilities. The TAMBOK is not a derivative work that attempts to bend technology skills into a new service by simply grafting it on to the existing responsibilities of enterprise technicians. Instead, this is an entirely new perspective of capabilities to be applied to managing the Business side of the Technology Portfolio. And, to further clarify the potential of the TAMBOK, we’ll soon be presenting a highly unique Knowledge Briefing Series covering how What you know, is converted into What you can actually apply, which translates into The value you can deliver with a significantly more credible credential. We'll be the first to admit that the TAMBOK isn't perfect - it's a work in progress. But this document IS the first supplier- and product-neutral effort by a credentialing body in our industry to bring order from chaos and to place your cost-effective Professional Development Blueprint in your hands where it belongs. The TAMBOK is available HERE (http://www.lulu.com/product/paperback/tambok---guide-to-the-technology-asset-management-body-of-knowledge/12303970) Comments are welcome - as are qualified practitioner volunteers to help evolve the next release. Blog - Alan\'s Blog Fri, 20 Aug 2010 15:15:34 +0100 http://www.biztechnet.org/content/view/205/108/ This article is in response to, and supplemental to, the article on ZDNetAsia: 4 tips for buying 'big' software (http://www.zdnetasia.com/4-tips-for-buying-big-software-62062879.htm?scid=nl_z_tgtm), by Patrick Gray - as posted in TechRepublic on 5 May, 2010. I've observed well over a hundred negotiations where enterprises spent tens of millions of dollars for highly complex software (and/or hardware). In parallel actions I've seen thousands of small to medium-sized companies spend enormous percentages of hard-won revenue for products they didn't need, couldn't effectively use, and shouldn't have touched. In virtually every case, the enterprise or company making the purchasing has been hammered by supplier negotiating teams. Here's a few issues to consider BEFORE dropping all your spare bucks on big money technology goods and/or services. Also, keep in mind, if you genuinely want to reduce the costs and risks of business technologies, you can take a wide range of simple, cost-effective actions. BUT, you have to commit to actually DOING asset management - merely talking about the game will not help you gain value. Nobody is permitted to speak with ANY supplier about the project - PERIOD! Why do I bring this up? Because, time after time, I've seen people come back from conferences or conventions where they have found the perfect product to solve all our problems. Major violators of this rule? Technical people and management. Rein them in BEFORE they damage your options. Result? The supplier already knows precisely what your project looks like; its schedule; its budget; who will be on the internal team; and who will be part of the decision tree. Since the supplier has also conveniently learned the details of ALL your requirements, their product or service is going to somehow magically fit exactly inside your needs analysis. When - not if - this happens, you can kiss negotiations goodbye - because you will have no leverage with this supplier. Conduct, and follow, accurate analysis - EVERY time. If your company is typical, you purchase new technology goods and services for nearly ALL the wrong reasons. (Don't get all defensive on me until you read on.) Conduct clearly defined, honest, and complete analysis. Make sure that they are accurate and not filled with vendor hype - as well as supporting pet projects. Pick one or more: Needs Analysis, Cost-Benefit Analysis, Feasibility Study, Forcefield Analysis, Business Case Analysis, Cause Effect Analysis, Stakeholder Analysis - ANY of these will take you further than you are already going in terms of whether or not the acquisition or project is genuinely necessary. (Incidentally, The Institute for Technology Asset Management - www.TAMinstitute.org (http://www.taminstitute.org/) - is the only professional organization of its kind that actually teaches you how to conduct over 16 of these critical business analysis.) The key is this: Fewer than 10% of enterprises actually conduct any serious level of structured analysis prior to beginning the acquisition process. Of that number, fewer than half ever follow up to ensure that the goods or services acquired actually ADHERE to the expectations. Even more critical is the tendency, in nearly ALL analysis, to insert personal perspectives in place of quantifiable documentation. Result? Decision makers are coming to conclusions that are NOT based in fact or actual business needs. Negotiate based on what you expect to happen, not based on supplier representative assurances. If you do nothing that I recommend, at LEAST do this. Every agreement that I have read in the past 23 years has a clause somewhere that clearly states that ANY statement or assurance given to you is null and void - the agreement supercedes ALL verbal discussions. (You don't have to believe a word I say. Just get up out of that chair and go read a software license - any license to confirm my rantings.) So? If you want any specific issues made clear in the agreement you will have to negotiate them in. (Trust me, suppliers do NOT appreciate it when I give this advice. It means that they have to actually deliver the value they claim.) This interestingly hidden little caveat also seems to forget to mention that the functionality of the product, as delivered, does NOT have to match what you were told it would do. Again, if you expect to get the value for what you purchased, you better negotiate your specific expectations into the agreement. The actual costs of this acquisition are NEVER what you think. You should already know this but nearly ALL of us tend to forget. We get excited about the new toys and slip off into Christmas morning... What to do? Patrick covers this but I'll expand - When you conduct the Cost-Benefit Analysis, step the process out at least three to five years. Check with anyone and everyone who has touched this product. Find out what worked out well and...well...what didn't work out. Document it ALL as part of the CBA - BEFORE you spend a single penny! Check out implementation costs and be sure to match them with the specific talent brought to bear on the project. If you think your internal team is going to implement better than a highly trained and experienced (think: expensive) support team, you may be in for quite a financial surprise. But, if you planned and budgeted for the difference in team talent, you may find financial relief. What about defects and patch management? Upgrades? Ongoing support? Check into the actual details of each and every one of these items. Look over the actual supplier contracts for the rough spots. Does support cost more if your own team implements the project? Is this product so full of defects that the supplier has a monthly patch day scheduled for every consumer of every product? Are there cute little items such as the product cannot be used more than 15 miles from the server or implementation support is billed out as $180 per call ? (If you don't know about these interesting little revenue stream inserts, you really should spend some quality time in one of my technology asset management courses.) Beware the Reference Fruit Punch Shuffle! Patrick mentions being alert to what I would call happy people references. You know the ones I mean: I invented Windows 7. Keep in mind that a supplier would NEVER connect you with someone who had a nightmare failed implementation. If you rely on supplier connections, you'll only hear from the folks who consumed the entire cup of fruit punch. As an element of this particular common scam is the supplier advertising budget. If the product is so great, why do you have to spend so many tens of millions of dollars TELLING me about it? If implementation and ongoing support are so simple, why do I constantly hear, or read, about over budget, over time, and failed projects? You want references? Check with the people who have lost tens of millions on failed projects with this product line or supplier. THOSE folks will give you a totally different story than the ones who had plenty to spend and plenty of talented techies to contribute to implementation and ongoing support. Manage the Project Patrick's observations regarding the implementation partners is right on track. Keep in mind that any enterprise that has reached the Partner stage of a relationship with a major software publisher has also consumed massive quantities of that ever present fruit punch. These folks make their livings via their relationship with the given software publisher. If you honestly expect them to admit the product is a dog - don't hold your breath. Instead, they'll follow the supplier pattern of letting you pay to resolve the problem so the supplier can wrap it into the next release - the one you'll pay to acquire. For a major software acquisition implementation either use your own project manager or follow Patrick's advice and bring in an independent PM to monitor the project - even a spot check will be better than nothing. But, let's take this a little further... IT projects fail significantly more frequently than they succeed. There are plenty of reasons for this - some of them are even reason-able. But, as a PMP and a faculty member teaching project management I have found that the key to project success - or failure - all-too-often rests on the heads of project sponsors, executive management, and the initial planning team. THESE folks need to be visibly and aggressively on board or the project manager might just as well be a NATO observer. Remember that negotiation thing we discussed? It also comes into play right here. Place serious penalties in the acquisition agreement to encourage the implementation company to get it done right. Wrist slapping does not belong in this clause. If it is going to cost you $1M for the product, $2.5M for the implementation, and $5M to correct failure - include those costs in the failure clause. Otherwise (as clearly stated in the software license) the software publisher needs only refund the price of the software after it fails and they blithely walk away from your completely devastated IT environment. Is there more? Oh, absolutely! In fact, there are literally hundreds of gotchas hidden inside every software acquisition - whether it's a simple operating system or a major overhaul. If you expect to gain value from business technologies, you absolutely must learn to identify, define, and pursue that value. Otherwise, the suppliers are in control of your money and (lack of?) results. Thoughts? Comments? Observations? Software Asset Mgt. - SAM Strategies / Tactics Wed, 05 May 2010 14:41:27 +0100 http://www.biztechnet.org/content/view/108/116/ When it comes to copyright piracy, the so-called anti piracy industry players have absolutely no clue who their real friends are. In fact, these intellectual property rocket scientists invest tens of millions in bringing software piracy or copyright violation lawsuits against their top consumers while rewarding those who blatantly steal the highest volume. The latest brilliant move? Our top-of-the-line piracy friends in China are going to be able to purchase American DVDs for three bucks—that’s $3. Let’s see... This would be China—one of the world’s leading sources of pirated movies. This would be the country with the highest percentage of intellectual property and copyright violations in the known galaxy. Think I’m relatively insane? No, I’m not insane, I’m mad. Once again, the good guys are getting hammered while the bad guys get rewarded. Check out the original washingtonpost.com article by Joe McDonald (The Associated Press) HERE! (http://www.washingtonpost.com/wp-dyn/content/article/2007/11/07/AR2007110700668.html?wpisrc=newsletter) Or, read on for more details. Blog - Alan\'s Blog Wed, 07 Nov 2007 21:59:52 +0100 http://www.biztechnet.org/content/view/197/116/ Technology asset management - software asset management - It's all about putting a stop to status quo - putting a stop to This is the way it's done... . If you are a go along with the program kind of person, you may get that new technology asset management or software asset management job but you probably won't get the results. If, on the other hand, you are a cut the the core kind of individual, you probably have the capabilities to get the results but you probably won't get the chance to do the job. Interesting quandary? Been there. Done that. So here's my challenge to you: If you are willing to step up to the plate and change the asset management world, I'll help you all I can. How will you know if joining forces with The Network! and The Institute! would be right for you? Measure against your honest responses to the following items - don't present your corporate face - present your OWN. Answer as a buyer - as if it was your own money - and use the word Agree for I accept or use the word Disagree for I'll be taking this acquisition to your competitor (I'll interpret your score when you have finished...) This software contract is not negotiable... The hardware agreement is not negotiable... The provider reserves the right to change the agreement at will and without notice... This product is sold as is ... You can only purchase a new computer with this specific operating system... Our product is the only one of its kind... Our services are supplier-neutral... Subscription-based licensing is less costly than perpetual licensing... Remember, Agree if you would accept or believe the clause or statement, Disagree if you would not accept or believe. Once you are finished, I'll explain how we can help you create a more cost-effective technology environment. Click MORE for your score. Blog - Alan\'s Blog Fri, 20 Nov 2009 09:41:05 +0100 http://www.biztechnet.org/content/view/193/111/ The Network offers the following competitive* professional development programs: Software Copyright Compliance Assurance Professional Training (index.php?option=com_docman task=doc_download gid=11) Software Asset Management Professional Training (index.php?option=com_docman task=doc_download gid=12) Technology Asset Management Professional Training Overview (index.php?option=com_docman task=doc_download gid=17) Technology Agreement Negotiations (index.php?option=com_content task=view id=5) Project Management Professional Development Program Overview (index.php?option=com_docman task=doc_download gid=9) Technology Portfolio Management Professional Training (index.php?option=com_docman task=doc_download gid=50) * Competitive - The core certificated programs listed here are compatible with, yet most frequently exceed in content and value, a majority of programs available on the market today. There are enormous differences between credentials developed and supported by The Institute and the certifications you may be used to. We do not stop at the end of the course - our credentials deliver ongoing professional growth potential that puts you well ahead of anyone in this industry. Want to know why it's important? Drop us a note and we'll explain. Talk about green - We'll bring the training to you... Most frequently, we deliver our training at your enterprise site of choice and we guarantee that you will achieve results or your money will be refunded. No games and no compromises on the value of the knowledge we put in your hands. Unique in our industry: We are completely supplier neutral! Please understand that all of our programs and materials are 100% supplier-neutral--no ads; no partnerships; no sponsors, no product- or service-centric methodologies. You get the information you need to help cut technology costs while increasing the delivered value of related goods and services--without enduring distracting vendor sales hype. We represent the interests of the business technology consumer and we serve as their voice in matters of technology rights and responsibilities. Within this web site, you will find answers to literally hundreds of questions that have been asked by the people who attend our programs--and answered by our experts. You'll get strategic and tactical data on how to get the most for your money while minimizing risks and maximizing ROI. That information exceeds 400 pages and is growing on a daily basis. The data is subdivided as follows: Blog (http://alanplastow.blogspot.com/) - No-holds-barred portfolio management observations by Alan L. Plastow, Founder. (Al also blogs on the site you are currently viewing.) Software Piracy (index.php?option=com_content task=view id=14) - Strategic information covering the issues of copyright non compliance (frequently mis-labeled software piracy by the software industry). Software Asset Management (index.php?option=com_content task=view id=15) - SAM - Strategies, tactics, and information on how your enterprise will save money on software-related goods and services while optimizing your ROIC. Training (index.php?option=com_content task=view id=13) - Updates and information regarding our training programs. Many include Workbooks, basic assignments, and content-rich slides. Technology Asset Management (index.php?option=com_content task=view id=16) - TAM / ITAM - Strategies, tactics, and information on how your enterprise will save money on technology systems-related goods and services while optimizing your ROIC. Negotiations (index.php?option=com_content task=view id=5) - Strategies, tactics, and information on how your personnel can negotiate more effective--mutually beneficial--licenses and agreements. Project Management - Our custom project management programs are so good that they are being delivered at The University of Akron, in Akron, Ohio, U.S.A. Let's face financial facts: Either your company is directly and actively involved in proactive technology asset management--portfolio management--and you are getting the best value for your IT investment. Or... You are not effectively managing your IT assets and you are most likely hemorrhaging as much as $13 of every $14 that filter through the IT budget (You are also exposed to massive punitive costs due to license non-compliance audit activities.) Please don't ask us to be politically correct in our approach to serving you. We deliver value. We're not here to message delicate egos. There is no half way. The is no silver bullet cure--no magic standard, service, or product. The results you will get will come about because your entire enterprise commits to improving the processes that drive technology portfolio management. Log in now to become part of the solution. Got questions? Let us know we'll do our best to deliver the most effective answer! Tech Asset Management - TAM Process Thu, 14 May 2009 17:58:26 +0100 http://www.biztechnet.org/content/view/186/116/ Every time I teach a course, be it software life cycle management, asset management, project management, negotiations, or some related business process improvement content, I run into the same problem. Way too many of the people attending the course make the same comment: Committment: Our company wants to improve the way we do (this or that) but, when it comes down to actually making the move, there isn't sufficient executive support--no serious follow-through. I'm sure you've seen this, too. The enterprise--as a whole--is aware that there are more effective ways to accomplish certain tasks or projects, but it has no formal process for approaching, planning, and implementing a change initiative. What's more, executive management--leadership?--does not, or will not, take a visible role in enacting the business process improvement or change. THIS is where my title content comes into play. My politically incorrect message to management is this: Lead, Follow, or Get Out of The Way! Result? How many times have you heard the lament: Employee Quote: I spent the time and effort attending this training, or that seminar, (or the company spend the money) and identified a specific way (or two, or ten) that we could improve business processes in our company. Then, when I came back to work, I wasn't encouraged (permitted?) to make anything happen. In this tough economy--in ANY economy--a company lives and/or dies by its abilities--its willingness--to evolve. Read on for ideas covering the ways you might consider using to encourage the people around you to change this trend. Blog - Alan\'s Blog Sat, 11 Apr 2009 10:26:54 +0100 http://www.biztechnet.org/content/view/192/111/ Forrester Research (http://forrester.com) recently conducted a green survey of IT management professionals asking what steps they have taken to reduce power consumption at the desktop. The results were dismal but, unfortunately, precisely what many of us would have predicted. When asked if they had taken steps to reduce power consumption at the desktop level, 69% had no significant process in place (and additional 18% had only addressed a portion of the needs). In brief, a majority of the respondents in this (admittedly small) survey essentially implied: “It's not our problem.” If ever there was a significant statement describing what ails the business technology mind-set, this would be it. We are constantly witnessing the core disconnect between the technology personnel and the business side of the enterprise and it's neither pretty nor economically intelligent. Read on for additional survey details and ideas for how you can avoid the costly “It's not my problem... disconnect in your organization. Tech Asset Management - TAM Process Fri, 01 May 2009 16:38:48 +0100 http://www.biztechnet.org/content/view/174/99/ The Business Technology Consumer Network is proud to announce that we will began delivering our professional development programs at Kent State University in Spring Semester 2009! And we're on the schedule for Summer 2009, too! The Consortium for Technology Portfolio Management Excellence is an alliance unique in the world due to its supplier-neutral and highly cost effective solutions for common business technology asset management issues. From Co-Founder Alan Plastow: “Companies are already spending incredible—and frequently unnecessary—amounts of precious resources in their race to establish and maintain viable and dependable technology infrastructures. It's time to bring credible low-cost techniques and simple-to-use business processes into play—common sense techniques that have been proven to work in literally any size business. This cooperative group of academia, government, and non profit businesses exists to help you filter out the background noises of supplier hype and focus in on realistic methods for sourcing, acquiring, and managing a wide range of technology assets—without breaking the budget and without becoming constant targets for software piracy litigation. Our primary focus is on the business side--not the techie side--of IT and has been designed to help you extract serious bottom line value from the existing chaos of typically out-of-control technology spending.” Read on for additional Consortium and training session details. This full instructor-led technology asset management program is not directly affiliated with the highly successful online knowledge programs The Network! has been delivering since 2006. However, you will receive the same--even better--training at the Kent Sessions AND you can get college credit. Watch for The Network's! completely revamped and updated online professional development series--It's been cooking along since 2006... Now it's even better coming soon to a computer near you! Training - Getting your IT investment money\'s worth! Tue, 04 Nov 2008 11:33:55 +0100 http://www.biztechnet.org/content/view/175/116/ My accountant has been virtually beating this into my mind since the mid-70s—and it STILL holds true. Unfortunately, a majority of business professionals have been carefully educated by the massive technology supplier industries to believe they HAVE to spend money on technology to save money on technology. News Alert: You Do NOT Have To Spend More On Technology To Save More! The Technology Portfolio of goods and services represents one of THE most significant cost centers of every business of every size in every country. Unfortunately, only a very tiny minority of businesses effectively controls technology life cycle spending. The losses are enormous. Whether we are talking acquisition of technology assets, or services, or support maintenance, unless your company establishes and follows a life cycle management plan, you are losing your assets (so to speak). The savings possibilities of effective technology asset management are even more enormous--you just gotta start paying attention to begin reaping benefits. Read on to get started saving money without spending money. Blog - Alan\'s Blog Wed, 05 Nov 2008 07:25:27 +0100 http://www.biztechnet.org/content/view/170/116/ I don't know about you, but for a lot of folks money is tight--very tight. If you are in that boat it's time you took a serious look at your IT spending habits and processes. Fed up? You can implement a core technology portfolio management infrastructure that helps your enterprise save a bundle--and you can do it for pennies. The odds are as high as 90% that you are paying for goods or services that you don't need; don't receive; or could easily discount. Think I'm kidding? Real World: The vast majority of companies spend as much as 50% more for software than necessary. Nearly any company can be guilty of paying nearly double for hardware over the life cycle of the product. Tech support maintenance? You are virtually guaranteed to be tossing cash down the drain. Every one of these issues holds as much truth for the company owning three computers as it does for the company with thirty thousand computers. Every one of these issues also holds just as much truth for PCs (notebooks or desktops), Macs, minis, and mainframes. Would you like to stop the IT spending madness? Here's an enormous hint: You DO NOT have to invest more money to save money on IT asset management or, if you would rather redefine the concept, in IT life cycle management / technology portfolio management. Any company--ANY company--can start an effective technology portfolio management program today--right now--by investing in nothing but a little more focused use of existing internal brain power. Want to know the steps to finding money inside that out-of-control IT budget? Log in and start reading--or contact us for advice. There are literally dozens of simple every day methods of cutting IT costs--without reducing services--inside this site. Fair Warning: In the very near future we're going to change the way we dish out our tactical and strategic technology portfolio management advice. You'll have to log in to get the full Knowledge Briefings. We're still not charging for the information... If a link or resource is broken or missing, please send us a note. We'll fix it so you can gain the knowledge you need to succeed! I'm Alan Plastow and I guarantee you can achieve cost reductions through the basic technology asset management principles we provide. Blog - Alan\'s Blog Fri, 03 Oct 2008 15:03:26 +0100 http://www.biztechnet.org/content/view/159/108/ PART ONE of 5.X2: There is enormous business value to be achieved when you take full control of your IT asset management processes—the entire life cycle of hardware as well as software. Traditionally, small- to medium-sized enterprises (SMEs) have purchased the following technology goods services: hardware, operating systems, software, support, and other related assets in a very costly ad hoc manner. For decades business technology consumers have given little or no thought to cost-effective technology life cycle management or proactive technology asset management techniques. When you discipline yourselves to eliminate the tech hype and take a more structured strategic business approach to acquiring and managing these critical assets, you can easily reduce our IT costs by as much as 35%—while you continue to deliver the same, or even better, services. Read on for the first in nearly a dozen proven methods of cutting technology costs—methods that will cost you nothing more than a little brain power to implement. Software Asset Mgt. - SAM Benefits Fri, 23 May 2008 19:48:50 +0100 http://www.biztechnet.org/content/view/158/116/ We have found that, in as many as 90%+ of copyright non compliance settlement announcements, the published costs of a software piracy audit generally have very little to do with the actual financial impact of the non compliance (piracy) confrontation. In our training programs for software asset management and software copyright compliance assurance we work through the actual audit scenarios to show how multiple hidden costs can add up to as much as 3 to 6 times--sometimes even more--the published fine. What's more, in our experience, fewer than ten percent of actual copyright violation audits are ever even made public. The end result? The true economic impact of these predatory copyright violations piracy audits has been hidden from the public eye for decades. Read on for more details on how you can build a low cost foundation for reducing your risk of a software audit while increasing the delivered business value of your entire technology portfolio. Blog - Alan\'s Blog Thu, 15 May 2008 14:09:24 +0100 http://www.biztechnet.org/content/view/157/116/ Steven Bandrowczak, the Nortel CIO, wants to reduce his software application portfolio from 1,100 titles down to 100 over an 18 month period. (Read Andy McCue's ZDNet/Asia article. (http://www.zdnetasia.com/insight/communications/0,39044835,62039855,00.htm?scid=nl_z_ntnw#talkback)) According to Bandrowczak, When I came we had a lot of projects not necessarily 100 per cent aligned to key initiatives.” Great quote, Steven... I'm sorry, but that pretty much sounds to me like corporate-speak for: We were paying for a whole lot of useless projects. Don't feel bad, Steven, most of us are likely floating around on that same leaky pontoon. When it comes to software asset management, we've found that a majority of companies could benefit from some serious licensing, support, and maintenance house-cleaning. Unfortunately, it isn't going to happen until we take a good look at changing the status quo. If you could reduce the costs of IT assets while continuing to deliver the same-or even better-services, would you take action? Read on to discover some of the key reasons technology asset management and portfolio management initiatives fail--or, even better, succeed. Blog - Alan\'s Blog Sun, 20 Apr 2008 12:53:37 +0100 http://www.biztechnet.org/content/view/151/116/ Jack Wallen at TechRepublic (http://blogs.techrepublic.com.com/opensource/?p=190) has written an interesting commentary on Gartner's recent prediction that by 2012 90% of all businesses will be using open source. THAT is one easy prediction to make. Check out the ZDNet Asia article. (http://www.zdnetasia.com/news/software/0,39044164,62039870,00.htm?scid=rss_z_nw) Here's why and here's how you can begin a drastic reduction in the money you currently invest in operating systems, software, implementation, support, and maintenance--today--while maintaining, and even improving, existing services--No need to wait until 2012. Read on for more common sense solutions to software asset management and IT cost reduction problems. Blog - Alan\'s Blog Mon, 07 Apr 2008 10:39:05 +0100 http://www.biztechnet.org/content/view/146/116/ Bottom Line: If you could cut corporate IT costs by as much as 25%-30% while retaining the same quality of services, would you? You don't need to spend more money to save money; no new hardware or software; no new consultants wandering around the office sucking up your coffee. The solution is this simple: Business owners and executives need to change the way the enterprise acquires, uses, and manages the entire technology portfolio of goods services—from a business perspective—not merely a tech perspective. The only truly effective way to reduce tech costs and risks is to change the way you monitor tech life cycles. Buying more software, more hardware, more stuff isn't going to help if your business processes aren't effective. And changing those processes won't cost you a penny! Alan L. Plastow We have all made enormous investments in the technologies that we expect will help our companies operate more efficiently. Those investments cover desktop and notebook computers, servers, printers, PDAs, cell phones, copiers, even voice mail systems. Other considerable IT costs include operating systems, software, graphics, fonts—sometimes even video and audio content. And let's not forget Internet connectivity, tech support and consulting. Unfortunately, and statistically, we frequently realize less than $1 in business value for every $14 dollars we spend on tech. But you have technology budget money to burn, don't you? (Hardly...) Blog - Alan\'s Blog Thu, 20 Mar 2008 11:05:01 +0100