Comment pouvez-vous aligner la gestion des actifs informatiques sur les objectifs de l’entreprise lors de l’externalisation de l’informatique?

By engaging with SAM Charter to ensure an ISO-level management system standard is applied. This will ensure that a Deming Cycle/ PDCA approach doesn't just align ITAM goals to business goals, but monitors performance into the future.

As most companies seek to IT outsourcing looking to gain efficiency in their operations and with the high complexity of the IT environment, I do agree with the article. Having an ITAM tool and process well implemented is key to gain IT management maturity and efficiency.

Aligning IT asset management with business objectives when outsourcing IT can be achieved through the following short and unique points: * Define Clear Goals * Inventory Optimization *Cost Control *Compliance and Security *Vendor Management *Performance KPI Metrics * Scalability * Risk Mitigation *Data-driven Decisions *Continuous Improvement IT can be achieved through the above Key points.

Not only can you following ITAM Maturity frameworks like the ones mentioned, I would also suggest a supporting GAP analysis that can also help with your ITAM Maturity. Maturity Assessments are typically looking for processes, controls and lifecycle management of hardware and software assets, whereas a GAP analysis can get into the "nitty-gritty" and provide you with tangible data. You can then track these improvements as you mature your ITAM function and have something data driven to show for it, rather than purely process based. IMO, this gives you a much better and more well rounded idea of your ITAM Maturity.

An ITAM Maturity Assessment allows a company to gauge exactly what IT hardware and software that organization is using, and what they are paying for. By tracking your IT assets as investments, you can lead your organization to avoid wasting money on frivolous hardware, software, and services that drive up IT costs, while capitalizing on savings opportunities as they arise.

Prepare your scope and objectives in such fashion that you don't face any issues if you have to uncouple them and adopt different strategies for various sections of ITAM down the road as you discuss and negotiate with potential vendors / outsourcing partners.

A holistic IT Asset Management (ITAM) framework must encompass key elements: identifying and cataloging all IT assets, deploying automated tools for asset discovery, maintaining a comprehensive asset inventory, and managing assets throughout their lifecycles. ITAM includes asset classification, software license management, tracking mechanisms, performance monitoring, maintenance, risk assessment, and cost optimization. Integration with ITSM processes like incident and change management ensures asset-related information is readily available. Organizations must also plan for proper asset disposal and recycling. Lastly, reporting and analytics provide insights into asset performance and compliance, supporting data-driven decision-making.

I agree with the article. It makes sense to leave one or anothe workstream out of scope and concentrate on the exclusively relevant business lines. Nowadays, security and compliance are settled within the IT department as a separate unit. So, they will be automatically involved. What I can suggest in addition is to define the business requirements in detail.

I don't think you should separate your ITAM scope between in scope and out of scope, etc. This can cause confusion in future when things go wrong. You should include everything and then determine what is important in terms of your company's objectives...and best practice cybersecurity.

Scope definition should include not only which assets will be include but also which data you should get for each type of asset. And do not proceed with a physical inventory before having the ITAM governance process, tools and people (with defined roles and responsibilities) defined.

I suggest a deep understanding of how the ITAM MSP will handle SW license audits, particularly when SW suppliers want to load their own discovery tools into the environment. Additionally, how the MSP handles service interruptions (in the case of expired SSL certs and cloud licenses) needs to be modeled as these can quickly cause service interruptions to external customers and subscribers.

When choosing an outsourcing partner for IT services, it's important to consider their expertise in IT asset management. An experienced partner will have the skills and knowledge to evaluate your current IT infrastructure, identify areas of improvement, and implement strategies to optimize the use of your technology resources. This can help reduce unnecessary expenses, improve overall efficiency, and identify potential security risks. By selecting a partner with expertise in IT asset management, you can ensure that your organization stays competitive in today's rapidly evolving technological landscape. So, it's crucial to do your research and choose an outsourcing partner that can help you effectively manage your IT assets.

Most of the times the outsourcing partner will not cover all needed activities or decision making comprehended in the ITAM process. So to have internal staff with clear responsibility on the partner ITAM management will make enormous difference. In this sense the right skills are also very important, like analytical, organization and data management skills.

This is all well said - when it comes to tools and tool integration, however, I would always stress the importance to also ensure security and compliance needs. The more you integrate, the closer the suppliers risk may affect your own ecosystem and business.

If you are only outsourcing ITAM then I agree with what the article says. But typically outsourcing includes a far greater scope of work than just ITAM. If you are engaging a managed services provider (MSP) to do things like service desk, data centre management, network management, application management, etc., then you need to find out if they can also do ITAM. If not then you may need a different organisation to help you with that. In that case then you you still need to ensure your MSP knows their part in the ITAM process.

Having a good governance model is of paramount importance - regular weekly meetings, wherein agreed KPIs are monitored, reported and addressed will make any global delivery engagement more productive.

The governance model should be based on the need for standard asset reporting but must also consider the key failure-modes that need immediate response. Identification of the decision-makers and notification/escalation paths need to be documented and standardized.

Governance model must have clear process and approval flow to control assets movements. ITAM partner contract should define which ITSM, Inventory and SAM (Software Asset Mngt) tools to be used, if from the customer or provided by partner.

Data security laws demand minimizing conflicts. Yet, a crucial ITAM gap exists: lack of "Segregation of Duties." Combining ITAM & ITAD in one team creates a blind spot where discrepancies disappear & missing assets get "retired" (including lost ones!). Vendors handling these "retirements" have little incentive to uncover issues. It's time to stop the fox guarding the henhouse. Proper SOD in ITAM is vital to curb conflicts & meet regulations.

Outsourced IT can be managed using CAM (Cloud Asset Management), an ITAM specialization because the cloud is outsourced IT. Following the CAM methodology, it all starts with the contract. ITAM has lost all visibility into IT operations and must depend on contractual language to hold the service provider accountable for meeting the organization’s objectives. This is where vendor management is applied within CAM. A vendor scorecard is maintained for regularly scheduled meetings with the outsourcer to ensure vendor compliance.

In order to make a good and very productive revision, costumer and supplier should have the same goals. Because when the supplier is focusing on SLA and all contract KPIs or customer keep complaning that the contract is not good enough to delivery a high value business or products. It is time to put everybody at the table and have a very opened and proper conversation about what both sides are expecting.

This is primarily Risk and Reward value. What are the risks associated if a particular action is not taken or what are the rewards/ benefits if a particular action on compliance or control is taken. Again there is no silver bullet here. There is no right percentage to keep the target improvement value. Any improvement number is good as long as it is a positive one. There will be other controls or compliance activities to be carried out in conjunction with ITAM

Continuously reviewing and improving your IT asset management performance is crucial to stay competitive in the ever-changing technological landscape. It's important to work with an outsourcing partner with expertise in IT asset management to ensure that you are effectively managing your IT assets. By doing so, you can stay ahead of the curve and achieve long-term success.

In my experience, to automate IT asset management it is very relevant to establish the processes, those responsible and actions on them, in such a way that the great potential that automation brings with technological tools is incorporated with the outsourcing of the service. in addition to considering suppliers. With previous experience it helps a lot to incorporate good practices and standardize.

ITAM is about knowing what you have and to be able to meet your objectives in relation to those assets. Once you have ITAM working, that meets your objectives, then maintain it...we all talk about continuous improvement, but unless there is a major change in objectives then you don't need to change your approach...

Hello, thank you very much for your message. For outsourcing, we need to create the necessary structure. In short, the owner of the infrastructure and system development business should be clearly defined. She is the main custodian of the business. We must constantly have project control meetings and any problems. To be resolved and followed up immediately

Strategies to achieve this: 1. Understand Business Objectives: - Collaborate with key stakeholders to comprehend the organization's overall business objectives. 2. Asset Inventory: - Create a comprehensive inventory of hardware, software, and cloud services. 3. Asset Prioritization: - Prioritize IT assets based on their criticality to business operations. 4. Asset Lifecycle Management: - Implement a systematic approach to manage the lifecycle of IT assets 5. Asset Performance Monitoring: - Monitor IT asset performance to ensure optimal functionality and alignment with business needs. 6. Continuous Improvement: - Regularly review and refine IT asset management processes to enhance efficiency and effectiveness

I once worked for a client that paid an outsourcing company by how many servers they managed. We were brought in to upgrade them all to the latest windows server OS. In the first 6 months, we decommissioned 25% of their total server count. Be sure all servers and applications your turn over have identified ownership

ITAM is closely related to IT asset lifecycle spend and usually you need a kpi to track the spend. The level of spend should be correlated with DEX (digital employee experience) or other user experience kpi. Many companies still use fixed ITAM practises, when spend may be reduced using predictive indicators and continuous DEX measurements. This is in my opinion one dimension of ITAM maturity - one of the key things. ITAM is fundamentally about what you have, what is the benefit of having it and what is the cost.

Integrating Technology Business Management (TBM) An effective way to elevate ITAM is by integrating Technology Business Management (TBM). TBM is a framework that aligns IT resources with business goals, offering insights into IT spending and resource utilization. This integration provides a holistic view of IT assets, aligning them with not only IT management objectives but also broader business goals.