Aug 03, 2017 - 12:36 AM
Dedicate the first few weeks to networking and communications. Identify the key decision makers, stakeholders and sources of information to carry out your job. Share the SAM benefits (Ex: Cost Optimization and risk assessments, etc) with stakeholders, remember SAM cannot be standalone you need the support of other stakeholders to make it a success.
Take the first few months to understand where you are at and the then plan- how to get to where you want to be. First, identify all the sources of information at your disposal. For example, some sources might include contract databases, procurement and Billing systems, and deployment or inventory tools. Focus on software assets (what's contracted and paid for) and how existing records are stored and accessed. Where the assets are geographically spread out, plan to generate the reports you need. You need to find out the assets deployed info, find out the other tools used Ex: Check with Active Directory team or networking team if they are using any tool to capture asset info- this would give you an idea where and what assets are in network and in parallel create a strategy for setting an Auto-discovery tool. Create SAM Policies, etc...........
You cannot engulf an Elephant at a time, eat one bite at a time ;). Prepare a draft progress report.
Few answers for your issues:
* Purchase orders are not broken down in anyway that allows for software purchases to be extracted. Talk to vendors or resellers and get the historical purchasing details.
There is no control/restriction on who/what software can be purchased only assumption i've made are 1) must have access to the purchase order system (anyone can request this) and must know budget/cost centre details. -- Create SAM Policies
* Procurement team do not have information on software purchases or licence/maintenance renewals - in fact ask me and cannot be presuade to provide me details of any renewals they have received/actioned. - Try to Centralize purchasing - One vendor at a time, Pick vendors (Top spend or widely used,etc..).
PS: Not sure of the size of your organization most of the scenario given above is for the mid-sized Organizations.
Aug 03, 2017 - 01:57 AM
Surely they had some goals when they hired you to do a specific role? Use that influence to work out the correct stakeholders aligned to services and software.
From the entitlement point of view - FPP/OEM is recorded seperately, however any licensing purchased through a volume license scheme will be assigned to you business. Start with your main suppliers and request purchase history requests, or speak direct to identified vendors and ask them for records (some are better than others).
If you are a mostly MS house, MAP is a free discovery tool which can help identify what is out there at low cost and low network impact. Hopefully this will give you something to start.
Plus everything else mentioned above!!!
Aug 03, 2017 - 10:21 AM
As mentioned from the others, license statements from publishers are a great starting point. That is their view of what has been purchased. It is then your job to verify it to ensure you have the right coverage. On the plus side, from a purely selfish point of view - it is a greenfield site so you can make a massive impact!
Aug 03, 2017 - 09:25 PM
Hi, I’ve literately just been doing this myself.
The first thing I did was to identify the local IT Managers or Service Delivery Managers. As we were moving from a decentralised IT function into a Global one, they use to purchase licenses locally. Unfortunately, I ended up with a patchwork quilt of licenses that didn’t quite add up.
My next step was to focus on the Tier 1 vendors, like Microsoft, IBM, SAP, Oracle, Autodesk and Adobe. I got our account managers details and engaged with them to get all of our purchase history. I also said I was looking to consolidate and co-term our licenses, and that I wanted to build a relationship with them.
They provided us with our entitlement and previous purchase history (important to see any licenses out of support that you may be able to reinstate) which helped me fill in the gaps.
I’ve got everything now for our key vendors, but it took a lot of collaboration and building relationships with our vendors. Now I’m doing the same for the niche vendors we have. Every time I see a request for a new vendor that I haven’t got details for, my first port of call is back to the local IT Managers, then the vendor.
It’s a lot of effort, so I suggest you focus on the Tier 1 first, then move through the other vendors as they crop up. It’s an activity that you only need to do once as you can then put the right process and policies in place to manage the licenses and new licenses moving forward.
Keep plugging away, it’s massively worthwhile and you can start to look at optimising your contracts and saving money.
Aug 20, 2017 - 01:34 AM
A very simple but effective method: Obtain and review all IT invoices (as issued, not as entered into A/P system), as typically have more detail than the PO.
Conduct a thorough invoice verification that considers, for example:
* Terms: Accurate (esp. license details)? Consistent/compliant with contract (esp. negotiated terms)?
* Product: In use? Use and value commensurate with costs? Compliant with contract terms (esp. licenses)?
* Product roadmap (internal): Is product still viable? Any new/changed requirements (e.g., licenses, support)
* Product support: At an appropriate level?
While a manual process, thorough invoice verification WILL result in cost savings, as well as providing valuable fiscal/ownership data for the IT asset/license repository.
Tip: Establish criteria by which to determine which invoices to verify and a verification checklist.