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- Herausgeber: Van Haren Publishing
- Kategorie: Fachliteratur
- Sprache: Englisch
ITAMOrg® IT Software Asset Management Certifications is suitable for individuals wanting to demonstrate they have achieved sufficient understanding of how to apply and tailor the Software Asset Management practices.
Changing business practices, the introduction of new technologies, combined with customer and stakeholder feedback led to the need for understanding Software Asset Management disciplines. The ITAMOrg guidance will be easier to navigate and understand the Software Asset Management practical in its approach. The Software Asset Management exam with a fundamental understanding of the SAM elements and equips the participant to focus on the practical skills to apply SAM practices.
Key benefits:
• ITAM can be successfully applied to any sized organisation, and professional role
• ITAM leverages off the real-life expertise of the global ITAMOrg community, offering a overview of the ITAM disciplines and IT Asset areas to be controlled.
• The exams highlight real world applications that equip professionals for success in IT Asset Management
This Courseware is suited for the ITAMOrg® 2020 SAM exam. There is also a sample exam added of the ITAMOrg® 2020 Software Asset Management in case the participant prefers to refresh its knowledge. The Exam is delivered in English.
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ITAMOrg® Software Asset Management Specialist Courseware
Colophon
Title:
ITAMOrg® Software Asset Management Specialist Courseware
Author:
Jan Øberg
Publisher:
Van Haren Publishing, ‘s-Hertogenbosch
ISBN Hard Copy:
978 94 018 0719 7
Edition:
First edition, first print, October 2020
Design:
Van Haren Publishing, ‘s-Hertogenbosch
Copyright:
© Van Haren Publishing 2020
For further information about Van Haren Publishing please e-mail us at: [email protected] or visit our website: www.vanharen.net
All rights reserved. No part of this publication may be reproduced, distributed, stored in a data processing system or Published in any form by print, photocopy or any other means whatsoever without the prior written Consent of the authors and publisher.
Regulations and ISO-standards
Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior written permission. Permission can be requested from ITAMOrg.
Any references to ISO-standards in this material are made based on permission to do so given to ITAMOrg by the Danish ISO member body, Fonden Dansk Standard.
Copyright and Trademarks
Trademarks, Source books information
The content is a high-level description of each Frameworks, Methodology, and Practice which are referred to in the ITAMOrg guidance based on public information.
ITAMF is a registered trademark of ITAMOrg, used under permission of ITAMOrg Limited. All rights reserved.
ITIL® is a registered trademark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
Publisher about the Courseware
The Courseware was created by experts from the industry who served as the author(s) for this publication. The input for the material is based on existing publications and the experience and expertise of the author(s). The material has been revised by trainers who also have experience working with the material. Close attention was also paid to the key learning points to ensure what needs to be mastered.
The objective of the courseware is to provide maximum support to the trainer and to the student, during his or her training. The material has a modular structure and according to the author(s) has the highest success rate should the student opt for examination. The Courseware is also accredited for this reason, wherever applicable.
In order to satisfy the requirements for accreditation the material must meet certain quality standards. The structure, the use of certain terms, diagrams and references are all part of this accreditation. Additionally, the material must be made available to each student in order to obtain full accreditation. To optimally support the trainer and the participant of the training assignments, practice exams and results are provided with the material.
Direct reference to advised literature is also regularly covered in the sheets so that students can find additional information concerning a particular topic. The decision to leave out notes pages from the Courseware was to encourage students to take notes throughout the material.
Although the courseware is complete, the possibility that the trainer deviates from the structure of the sheets or chooses to not refer to all the sheets or commands does exist. The student always has the possibility to cover these topics and go through them on their own time. It is recommended to follow the structure of the courseware and publications for maximum exam preparation.
The courseware and the recommended literature are the perfect combination to learn and understand the theory.
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Table of Content
Reflection
Agenda
Introduction to SAM Course
Safety
Involvement
Present yourself
Course objectives
Challenges
Outline
Certification
Get more Information
Unit 1 - Key concept of SAM
Learning objectives
Why SAM
SAM Governance
ITAM dimensions
Organization and People
Information and technology
Partners and suppliers
Processes and value
External influence of the dimensions
Purpose of Software Management
Scope of Software Asset Management
Objective of Software Asset Management
Software Asset Management principles
Software Asset Management Activities
Alignment between ITAM vs. ITSM vs. ITSS
Potential problems with SAM
Challenge to organize SAM
Objective of Software Asset Management
Objective of Risk Management
SAM benefits of managing risk
SAM benefits of managing cost
Compliance
Definition – Compliance
SAM compliance myths
SAM non-compliance
Asset disposal and compliance
External stakeholders
Software industry
Anti-piracy organizations
Software
Definition of Software
Benefits of Software Assets
Characteristics of Software Assets
Potential problems with Software Assets
Licenses
Definition - ‘Proof of License’
Definition Licenses
Required Licenses documentation
Types of licenses
Physical management of licenses
Legal and Audit
Legal context
Content of Terms and Conditions
Violation
Risk of legislation
Definition – Software Audit
Statistic - Unlicensed software
Value of Unlicensed software
Consequence of violation or audit
PUB Quiz
PUB Quiz – answer
Unit 2 - SAM principals
Learning objectives
ISO19770
ISO19770 purpose
ISO19770 family
ISO19770-1 Asset types
ITAM System maturity implementation model
ITAM process areas by process type
ITAM process areas by tier
Processes
Process definition
Objective policies; processes; procedures
Process characteristics
Definition – CSF and KPI
Performance Metrics and Continual Improvement
Example CSF and KPI
Example of KPI
Change (Organizational & People)
Definition of a Change
Change People and organization
Change people and organization (low maturity)
Change people and organization (high maturity)
People & Organizational Change (ABC)
Policies
Definition – Policies
Policies and procedures
Creating policies
Example: Creating a SAM Governance policy
Example: Creating a SAM compliance policy
Roles and Responsibilities
Purpose of Roles and Responsibilities
Objective of Roles and Responsibilities
Definition – RACI
RACI structure
Example: RACI matrix
Definition – Function
Definition Roles
Objective SAM competencies
Generic Roles
Primary Roles
Complementary Roles
SAM Business Case
Purpose of Business case
Objective of a SAM Business Case
What is a Business case?
Content of a SAM Business case
Approach to the SAM Business case
Develop and maintain the SAM Business case
Develop the SAM Business case
Investigate the issues
Pub Quiz
Correct answers to PUB quiz
End of Day 1
Unit 3 - SAM Practices
SAM implementation approach
Objective planning for SAM
Implementation approach
ITAM Processes by Process type
IT Asset Functional Management Process Area
Practical definition
SAM information structure
SAM preparing implementation
SAM Continual improvement
SAM project verification
SAM Case study
Company Information
Situation and Challenge
Exercise
Exercise highlight findings
Unit 4 - SAM Implementation Tier 1 practice
Learning objectives
Objective and scope at Tier 1
Outcome of Tier 1 implementation
Identify GAPs between Tier 0 and Tier 1
SAM Tier 1 processes
Objective of Change Management
Objective Core Data Management
Core data
Objective License Management
Objective Security Management
Specific roles at Tier 1
Roles and responsibilities at Tier 1
Exercise Tier 1 – RACI
Risk Assessment of Tier 1
Exercise Tier 1 - Risk Assessment
Keep it simple and practical
Optimize
Automate
Automation and tooling
Optimize and Automate
Policies at Tier 1
Approach to Policies and procedures
Competences at Tier 1
Planning for SAM at Tier 1
Core processes at Tier 1
Objective SAM Asset Identification
SAM Asset identification
Objective of SAM inventory
SAM Asset Inventory Management
SAM lifecycle and maintenance
Objective SAM Asset record verification
SAM Asset record verification
Objective SAM license compliance
SAM License compliance
SAM Compliance report
Tier 1 implementation outcome
SAM conformance verification
SAM Tier 1 outcome
Exercise Tier 1 implementation
PUB Quiz
Answers PUB Quiz
Unit 5 - SAM Implementation Tier 2 practices
Learning objectives
Current situation
Objective and scope Tier 2
Outcome Tier 2
SAM Tier 2 processes
Identify GAPs between Tier 1 and Tier 2
Exercise Tier 2 implementation
Objective Specification
Specification considerations
Objective Acquisition
SAM Acquisition activities
Acquisition considerations
Objective Development
Value stream for development
Objective Release Management
Release Management process
Release Planning
Objective Deployment Management
Prepare for Deployment
SAM Deployment options
Deployment activities 1
Deployment activities 2
Verify deployment
Objective Operation Management
Operation Management activities
Service Catalogue vs. Request fulfillment
Service Request Management Process
Service Request Management recommendations
Service Request Management Considerations
Objective Retirement Management
Retirement activities
Specific roles at Tier 2 (additional to Tier 2)
Competences at Tier 2
SAM Conformance Verification
SAM Tier 2 outcome
Exercise Tier 2 implementation
PUB Quiz
Answers PUB Quiz
End of day 2
Unit 6 - SAM Implementation Tier 3 practice
Learning objectives
Current situation
Objective and scope at Tier 3
Outcome at Tier 3
SAM Tier 3 processes
Identify GABs between Tier 2 and Tier 3
Exercise Tier 3 implementation
Objective Relationship and contract Management
Relationship Management
Relationship Management activities
Relationship Management value
Relationship Management policies
Relationship Management processes
Contract Negotiation
Objectives Contract Negotiation
Strategies for Planning Contract Negotiations
Objectives Financial Management
Financial Management
SAM Funding
Financial Management activities
Objective Service Level Management
Service Level Agreement
Service Level Management activities
Service Level Management policies
Service Level Management lifecycle
Service Level Management – SLA content
Service Level Management – CSF / KPI
Specific roles at Tier 3
Competences at Tier 3
SAM Conformance verification Tier 3
SAM Tier 3 outcome
Exercise Tier 3 implementation
PUB Quiz
Answers PUB Quiz
Syllabus
Self-Reflection of understanding Diagram
‘What you do not measure, you cannot control.’’ – Tom Peters
Fill in this diagram to self-evaluate your understanding of the material. This is an evaluation of how well you know the material and how well you understand it. In order to pass the exam successfully you should be aiming to reach the higher end of Level 3. If you really want to become a pro, then you should be aiming for Level 4. Your overall level of understanding will naturally follow the learning curve. So, it’s important to keep track of where you are at each point of the training and address any areas of difficulty.
Based on where you are within the Self-Reflection of Understanding diagram you can evaluate the progress of your own training.
Write down the problem areas that you are still having difficulty with so that you can consolidate them yourself, or with your trainer. After you have had a look at these, then you should evaluate to see if you now have a better understanding of where you actually are on the learning curve.
INDICATIVE AGENDA OF COURSE
This agenda is indicative only for students in Software Asset Management practitioner course. The agenda shows what is expected to be reviewed during a day. Times are flexible as teaching is dynamic and there must be room and opportunity for questions and talk that may be expected to occur as part of an SAM course.
Day 1
Start
End
Introduction to course
09:00
09:45
Key concept of SAM
09.45
10.30
Break
10.30
10.45
Key Concept of SAM cont.
10.45
12.00
Lunch
12.00
12.45
Key Concept of SAM cont.
12.45
13.30
SAM Principals
13:30
14:45
Break
14.45
15.00
SAM Principals cont.
15:00
17:00
Day 2
Start
End
Introduction to day 2 SAM course
09:00
09.15
SAM practices
09.15
10.15
Break
10.15
10.30
SAM implementation Tier 1 practices
10.30
12.00
Lunch
12.00
12.45
SAM implementation Tier 1 practices cont.
12.45
14.00
Break
14.00
14.15
SAM implementation Tier 2 practices cont.
14:15
17.00
Day 3
Start
End
Introduction to day 3 SAM course
09:00
09.15
SAM implementation Tier 3 practices
09.15
10.30
Break
10.30
10.45
SAM implementation Tier 3 practices cont.
10.45
12.00
Lunch
12.00
12.45
QA SAM course
12.45
13.15
EXAM preparation and Moch Exam
13.15
14.30
Break
14.30
14.45
Preparation and examination
14.45
16.00
Welcome
Safety
Introduction to SAM Course
Involvement
Present yourself
Course objectives
Challenges
Outline
Certification
Get more Information
ISO19770 (Standard for IT Asset Management)
Www.iso19770.org
ITIL4 – ITAM practices
https://www.axelos.com/welcome-to-itil-4
ITAM News and fees
www.itamchannel.com
ITAMOrg memberships and activities
www.itamorg.com
Unit 1 - Key concept of SAM
Learning objectives
ITAMOrg has developed this Software Asset Management Best Practice approach to clarify what Software Asset Management is. Best practice SAM has been created to reach its goals as efficiently as possible. Software Asset Management best practice can be tailored to fit any organisation, regardless of its size.
Software Asset Management is an important part of IT Service Management and must be understood in this context. The Software Asset Management database is a logical part of the Configuration Management System, which supports all the IT Service Management strategy.
Why SAM
• Investment in software to support Business processes
• Software is the most important and critical element in IT from a Risk and Cost perspective
• Software need to be managed and controlled
• Software shall be protected and either with the purpose of protection of the value and for protection of Suppliers IP
SAM Governance
Good Corporate Governance
Good governance ensures that policies and plans are implemented and supported by processes which are being followed and includes defined roles and responsibilities that are allocated and accepted within the organization. The focus is on continuous improvement based on monitoring and reporting of progress.
Good governance is when IT can show how it supports business operations and innovation. Governance defines a common direction, policies, and regulations that business and IT jointly implement. Governance evaluates, monitors, and manages the strategy, policies and plans of the organization.
IT Governance
Software's role and importance has changed dramatically in recent years. Software today is a critical business asset and must be managed as such. Software Asset Management has now become an imperative and not an option.
Software licenses are company assets - without them, business management expose their business to unnecessary legal and financial risk. IT governance is about supporting the business in its cost allocation, optimization, and minimization of risk.
The success of a software asset management strategy is dependent on its alignment to the overall governance structure which provides guidance to build up structures and processes according to how they want the organization to work
Governance of Software Asset Management is applicable to a constantly managed approach at all organizational levels. It begins with setting a clear Software Management strategy, followed of policies to deliver the strategy to an agreed scope.
ITAM dimensions
Every dimension is affected by multiple factors
• Organizations should have a holistically view of all aspects of their behavior to create value
• Processes should be implemented cross the organization and support the SAM team to create value
• Information and technology should handle SAM data through SAM- or relevant tools to create value
• Partners and supplier should be controlled and managed through reliable contracts to create value
E.g. Software process improvement may be planned without proper consideration for the people, partners and technology involved or technology solutions can be implemented without attention to the processes or people they are supposed to support
Organization and People
To support a holistic approach to service management, ITIL defines four dimensions of service management that collectively are critical to the effective and efficient facilitation of value for customers and other stakeholders in the form of products and services. These are:
•Organizations and people include design and implementation of:
• Culture
• Transparency
• Trust
• Skills
• Experience
• Education
• Training
• Common goals
•Information and technology design and implementation of:
• Strategy
• Compliance
• Compatibility
• Information in services
• Information security
• Technical interfaces
• Skills
• Risks and limitations
•Partners and suppliers design and implementation of:
• Suppliers of goods
• Suppliers of services
• Partners
• Contracts
• Managing resources
• Costs
• Skills
• Demand
•Value streams and processes design and implementation of
• Value streams
• Processes
• Managing demand
• Input and output
• Process integration
• Roles
• Responsibilities
• Value
Structure and systems of authority are not, by themselves, enough to improve organizational effectiveness. The organization also needs a culture that supports its objectives
Systems of authority
• Structure, management, governance
Roles and responsibilities
• RACI and mandate
Culture
• Trust
• Transparency
• Values
• Attitudes
NB: Culture changes over time
Workforce capacity and competence consisting of skills, education, competencies, experience:
• Technical skills
• Communication and collaboration skills
• Broad general knowledge of the other areas of the organization
• Deep specialization in certain fields
The complexity of organizations is growing, and more and more IT Assets and functionality is implemented to support the organization therefore it is important to ensure that the way an organization is structured and managed, as well as its roles, responsibilities, and systems of authority and communication, is well defined and supports its overall strategy and operating model.
The effectiveness of an ITAM organization cannot be assured by a formally established structure or system of authority alone. The organization also needs a SAM culture that supports its objectives, and the right level of capacity and competency among its workforces. It is vital that the SAM leaders of the organization champion and advocate values which motivate people to work in desirable ways. Ultimately, however, it is the way in which an organization carries out its SAM activities that creates shared values and attitudes, which over time are considered the organizations ITAM culture.
It is important to promote an ITAM culture of trust and transparency in an organization that encourages its members to raise and escalate issues and facilitates corrective actions before any issues have an impact on customers. Adopting the ITAM guiding principles can be a good starting point for establishing a healthy organizational culture.
People (whether customers, employees of suppliers, employees of the service provider, or any other stakeholder in the service relationship) are a key element.
ITAM skills and competencies of teams or individual members should be in place but not only, there should also be awareness on management and leadership styles, and on communication and collaboration skills.
The organization and people dimension of ITAM covers roles and responsibilities, formal organizational structures, culture, and required staffing and competencies, all of which are related to the creation, delivery, and improvement of a service.
Information and technology
There are many types of technologies that support software asset management and IT Service Management. And many of these technologies can be used in both areas – especially when IT and the business merge when digitalizing the business’ processes.
In relation to the ITAM information component of this dimension, organizations should consider the following questions:
• What information should be managed by the ITAM?
• What supporting information and knowledge are needed to deliver and manage ITAM?
• How will the information and knowledge assets be protected, managed, archived, and disposed of?
The challenges of information management, such as those presented by security and regulatory compliance requirements, are also a focus of this dimension. For example, an organization may be subject to the European Union’s General Data Protection Regulation (GDPR), which influences its information management policies and practices. Other industries or countries may have regulations that impose constraints on the collection and management of data of multinational corporations. For example, in the US the Health Insurance Portability and Accountability Act of 1996 provides data privacy and security provisions for safeguarding medical information collected in the US.
When considering a technology for use or support in the planning, design, transition, or operation of an ITAM product or service, questions an organization may ask include:
• Is this technology compatible with the current architecture of the organization and its customers?
•Do the different technology products used by the organization and its stakeholders work together?
• How are emerging technologies (such as machine learning, artificial intelligence, and Internet of Things) likely to influence the service or the organization?
• Does this technology raise any regulatory or other compliance issues with the organization’s policies and information security controls, or those of its customers?
• Is this a technology that will continue to be viable in the foreseeable future?
• Is the organization willing to accept the risk of using aging technology, or of embracing emerging or unproven technology?
• Does this technology align with the strategy of the service provider, or its service consumers?
• Does the organization have the right skills across its staff and suppliers to support and maintain the technology?
• Does this technology have sufficient automation capabilities to ensure it can be efficiently developed, deployed, and operated?
• Does this technology offer additional capabilities that might be leveraged for other products or services?
• Does this technology introduce new risks or constraints to the organization (for example, locking it into a specific vendor)?
Information technology considerations
• Compatible with the current architecture?
• Does the organization have the skills in the organization to support and maintain it?
• Does it raise any regulatory, compliance or information security control issues?
• Does it have enough automation capabilities to be developed, deployed, and operated?
• Is it viable in the foreseeable future?
• Does it have additional capabilities that can be used for other products or services?
• Does it align with service provider or service consumer strategy?
• Does it introduce new risks or constraints to the organization?
Partners and suppliers
Every organization and every service depend to some extent on services, products or goods provided by other organizations.
Types of supplier relations:
Service partnerships
• Share common goals and risks
• Collaborate to achieve desired outcomes
Goods and service supply suppliers
• Formal contracts
• Clear separation of responsibilities
An organization’s supplier strategy should be based on its goals, culture, and business environment
Factors that may influence an organization’s strategy when using suppliers include:
•Strategic focus - Some organizations may prefer to focus on their core competency and to outsource non-core supporting functions to third parties; others may prefer to stay as self-sufficient as possible, retaining full control over all important functions.
•Corporate culture - Some organizations have a historical preference for one approach over another. Long-standing cultural bias is difficult to change without compelling reasons.
•Resource scarcity - If a required resource or skillset is in short supply, it may be difficult for the service provider to acquire what is needed without engaging a supplier
•Cost concerns - A decision may be influenced by whether the service provider believes that it is more economical to source a requirement from a supplier.
•Subject matter expertise - The service provider may believe that it is less risky to use a supplier that already has expertise in a required area, rather than trying to develop and maintain the subject matter expertise in house.
•External constraints - Government regulation or policy, industry codes of conduct, and social, political, or legal constraints may impact an organization’s supplier strategy.
•Demand patterns - Customer activity or demand for services may be seasonal or demonstrate high degrees of variability. These patterns may impact the extent to which organizations use external service providers to cope with variable demand.
Processes and value
Processes define the activities, workflows, controls, and procedures needed to achieve agreed objectives, including:
• Organizing activities driven by user and customer value streams as well as value streams with other stakeholders
• Connecting value creating activities to output and outcome for stakeholders
A well-defined process can improve productivity within and across organizations.
A process is a set of activities that transform inputs to outputs. Processes describe what is done to accomplish an objective, and well-defined processes can improve productivity within and across organizations. They are usually detailed in procedures, which outline who is involved in the process, and work instructions, which explain how they are carried out.
The same structure (of the value chain, value streams, processes, procedures, and work instructions) applies to specific services: to successfully create, deliver, and improve a service, the following questions need to be answered:
• What is the generic delivery model for the ITAM-service, and how does the service work?
• How does it impact and involve the organization and organizational unit?
• What are the value streams for each involved organizational unit involved in delivering the agreed outputs of the ITAM-service?
• Who, or what, performs the required ITAM-service actions?
Specific answers to these questions will vary depending on the nature and architecture of the ITAM service.
Processes for Software products including getting answer for the following questions:
• What is the generic delivery model for the service, and how does the service work?
• What is the value involved in delivering the agreed outputs of the software?
• Who or what performs the required actions?
External influence of the dimensions
Service providers do not operate in isolation. They are affected by many external factors, and work in dynamic and complex environments that can exhibit high degrees of volatility and uncertainty and impose constraints on how the service provider can work.
To analyse these external factors, frameworks such as the PESTLE (or PESTEL) model are used. PESTLE is an acronym for the political, economic, social, technological, legal, and environmental factors
