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Introduction

In-house IT functions are increasingly tasked to both justify their expenditure on "keeping the lights on" activities and demonstrate the value they provide to the organization.

Highlights

  • The IT function should exploit enterprise finance expertise.
  • IT organizations cannot continue to ignore the need for better IT financial management.
  • Benchmarking techniques can provide useful insight.

Features and Benefits

  • Reactive cost management is no longer enough for IT organizations.
  • IT organizations cannot continue to ignore the need for IT financial management maturity.

Key questions answered

  • Why the IT organization needs to create a framework within which all known costs can be recorded and allocated to specific IT services, customers, locations, or other activities.
  • How benchmarking can establish relative cost efficiency and identify opportunities for cost improvement.

Table of contents

Summary

  • Catalyst
  • Ovum view
  • Key messages

Recommendations

  • Recommendations for enterprises

The IT function should exploit enterprise finance expertise

  • Adopting a corporately accepted IT cost measurement

IT organizations cannot continue to ignore the need for better IT financial management

  • IT organizations often struggle with basic IT financial management
  • Identifying the relationship with, and importance to, other IT management processes

Benchmarking techniques can provide a useful insight

  • Benchmarking can establish relative cost efficiency and identify opportunities for cost improvement
  • Any comparative data requires an understanding of the context, otherwise it becomes meaningless

Appendix

  • Methodology
  • Further reading
  • Author

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