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A typical IT Service Management (ITSM) implementation can be anywhere from 30 days to a year, depending on the task at hand. When we begin the process with any client, our first step is determining what we are working with - the existing IT infrastructure, the process and services in place, etc. Once we have defined the current system, identified the issues and established why they were implemented from the start, we move to the next phase — which includes determining what the new system needs to provide that the old one did not. Existing systems often do not grow with the company, creating a scenario where they are no longer of value.  In some cases, existing systems have been neglected due to more pressing matters in the business.

Once current needs are determined, a roadmap is put into place to show how you get from point A to point B, whether it’s purchasing new software and hardware, overhauling the existing systems, updating and optimizing the existing system, or a combination. Typically, there are several first steps that can be taken to show immediate ROI, whether it’s retiring legacy systems or something as simple as telecom expense management to reconcile telecom inventory and bring overspending to a halt.

Once the roadmap has been clearly established, execution begins. The most important aspect of the ITSM implementation comes after the lengthy process of achieving the objective - making sure that after implementation the proper procedures are in place to manage software and hardware assets and keep your IT investment performing optimally.

With every dollar counting these days, we are often asked how to maximize IT performance. Aside from an extensive evaluation of your IT processes, there are certain IT controls that we recommend be implemented to get the maximum benefit from your IT investment. One invaluable control tool is an active monitoring system for unauthorized changes that clearly communicates the consequences of making a change without permission. This function can often be the difference between a high-performing organization and one that lacks effectiveness. Deleting key data files, downloading damaging applications from the internet, transferring suspicious files - all of these can wreak havoc on your organization’s IT functions.

In fact, monitoring for changes within your system will help identify problems when your system isn’t functioning properly or experiences a crash. The first question is: What changed? Without careful monitoring, it takes more time to identify and repair your system, causing costly downtime.

Successful negotiation can sometimes mean saving as much as 20-30% on your IT investments. Here are some useful tips when negotiating a new software or hardware contract that could save you money upfront and in the long-term:

• Do your homework - search the web, see what analysts are saying about various vendors and products.
• Find the best deal - even if you have a vendor in mind, go to their competitor and see what they have to offer. Your preferred vendor could be compelled to match competitive offers, or at least come close.
• Go long term - in general, longer term contracts get you a better deal. Vendors will typically negotiate a better deal if they lock you in for several years.
• Choose the right time - the time to get the best concession from a vendor is their fiscal year end. If the vendor is publicly traded, the end of the quarter is also a good time, as there is a huge sales push.

Every vendor negotiation is a long and arduous process. The key is to know what you want and be well-informed from the very beginning of the process.

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