Technology Asset Management Body of Knowledge - TAMBOK

I'd like to present the industry's first Technology Asset Management Body of Knowledge - the TAMBOK. You can find it by clicking on the link below, but please take a moment to read this brief introduction.

I've been in the technology asset management industry for over twenty years. Fair warning: I rarely talk about “me” but, today, for this purpose, I’m giving you my personal/professional perspective. Here’s where I’m coming from…

In 2000, I designed and delivered two of the first professional certification programs in our industry - one for Software Asset Management and another for Technology Asset Management. For over twelve years I have been developing and delivering collegiate-level programs in Negotiations, Buying Technology Assets, Project Management and other related business topics. However, in 2004 I found myself forced to take a step back and to view the asset management professional development industry from a new perspective. I've spent nearly half a dozen years in intense study of credentials and of the credentialing processes used by some of the top professions - and I have been highly disappointed in the existing certification programs in our field.

We need a paradigm shift
Frankly, fewer than 5% of technology asset management-related training programs I’ve reviewed are performing an effective job of establishing and building our profession. Don't get me wrong: As a sort of "training wheels" beginning, we've produced some decent certifications over the past eight or so years - but we STILL haven't kicked the proprietary supplier/product habit. The vast majority of our training and certifications have been designed by, and in many cases are still delivered by, partners, pals, and allies of the very industry suppliers that created the financial and liability needs to establish technology asset management systems in the first place.

I think it’s well beyond time that we converted our professional preparation into a supplier- and product-agnostic process – one genuinely designed and developed by practitioners, FOR practitioners – a program series that is based on academic methodologies (Think Bloom’s Taxonomy) and shaped to help you obtain and retain professional career employment by delivering serious business value to the enterprise. This is the main reason why I worked with other asset managers to create the industry’s first non profit organization specifically focused on helping asset management professionals: The Institute for Technology Asset Management. It’s also why we’ve chosen to formally document our profession in the Guide to the Technology Asset Management Body Of Knowledge.

TAMBOK = What you need to know
So... Here's what I've done. I've spent the last five years working with over three hundred business professionals, academicians, and asset management practitioners to re-envision our collection of certificates into a serious credential program - one based on a publicly available Body of Knowledge as well as a credible credential preparation program of study. Together, we have built this Guide to the Technology Asset Management Body of Knowledge (TAMBOK) to accurately reflect the skills you need to perform well in the fields of Software & Copyright Compliance Assurance (SCCA), Software Asset Management (SAM), Technology Asset Management (TAM/ITAM), and Technology Portfolio Asset Management (TPM).

Understand that the copy of the TAMBOK currently available - the Third Edition - is the culmination of a series of short, yet comprehensive, reviews to bring together the major components of a credential series that not only speaks to what you KNOW, but more importantly, speaks to what you can DO with that knowledge. The major components include the following:

• Four Life Cycle Process Groups
o Procurement
o Distribution
o Operations &
o Governance

• Six Practice Areas
o Portfolio Management
o Business Management
o Financial Management
o Risk Management
o Contract Management &
o Project Management

• And Over Fourteen Applied Competency Areas
o Think about focused applied capabilities in topics such as Negotiations, Audit Methodologies, License Management, Documentation Management, and others.

We've come a long way with these professions since I first developed and implemented the knowledge infrastructure of my former association. After extensive research and development, our working group determined that we need to take the next step of converting the traditional certification process from a few hours of lecture followed by a memorization test to a credible credentialing process that mirrors the success of such credentialing programs as those provided by the Project Management Institute, the AICPA, the Contract Managers Association, and others. (There is an extensive list of organizations from which we drew samples, guidelines, and advice in the TAMBOK Appendix.)

That next step begins with a formal Body of Knowledge - the TAMBOK - on which we can build and evolve a solid foundation of applied capabilities. The TAMBOK is not a derivative work that attempts to bend technology skills into a new service added on to the responsibilities of enterprise technicians. Instead, this is an entirely new perspective of capabilities to be applied to the Business side of the Technology Portfolio.

And, to further clarify the potential of the TAMBOK, we’ll soon be presenting a Knowledge Briefing Series of how "What you know," is converted into "What you can actually apply," which translates into "The value you can deliver with a significantly more credible credential."

We'll be the first to admit that the TAMBOK isn't perfect - it's a work in progress. But this document IS the first supplier- and product-neutral effort by a credentialing body in our industry to bring order from chaos and to place your cost-effective Professional Development Blueprint in your hands where it belongs.

The TAMBOK is available HERE.

Comments are welcome - as are qualified practitioner volunteers to help evolve the next release.

Leasing Hardware? PAY Attention to the Lease Terms!

Because, if you PAY attention to the lease, you won't PAY penalties at end of lease. Or, if you have business technology money coming out of your ears, and you like spending unnecessary cash, you can ignore my suggestions...

The companies that lease hardware to people like you and me know full well that they're going to make some serious fun-money at the end of the lease. These folks are very aware that the odds are incredibly high you will fail to read, understand, or follow the terms of the agreement. Of equal importance, they know you will fail to monitor "end of lease" requirements. However it plays out, you'll be sending them some hefty un-budgeted checks.

To begin a lease value initiative, start with the big money issues:

1. Precisely when does your lease end? (Miss this date, by even a day, and pay an enormous penalty.)

2. Precisely what is the return process you will be expected to follow? (Fail to follow the process to the letter = pay penalties.)

3. At what date, or dates, must you begin the replacement initiative? (We ALWAYS wait until too late to begin this process - big penalties for being late as well as in disruption of operations while your techies scramble to catch up.)

4. Where is every single leased system and who is responsible for it? (Think you know where everything is located? Think again. Just go try and find a few systems today and consider the cost of this scramble if you wait.)

5. What hardware or software has been added to each system and how will the changes impact the lease terms? (In most cases, leased systems must be returned configured precisely as they were originally delivered. Think you'll remember?)

6. Create and follow - In Advance - a precise plan for for collecting, replacing, auditing, and returning every system covered in the lease. (If you do the planning and management, now, you'll pay a lot less later.)

Remember: The business technology leasing folks KNOW you are going to fail to follow even these basic common sense procedures. They are PLANNING on the penalties you will pay. (Try fooling them.) If you take nothing more than these simple steps, you will significantly reduce the costs, and increase the business value, of leasing technology systems.

New to technology asset management? Want to succeed? Here are some things to consider.

Technology asset management - software asset management - It's all about putting a stop to status quo - putting a stop to "This is the way it's done...". If you are a "go along with the program" kind of person, you may get the job but you probably won't get the results. If, on the other hand, you are a "cut the the core" kind of individual, you probably have the capabilities to get the results but you probably won't get the chance to do the job.

Interesting quandary? Been there. Done that.

So here's my challenge to you: If you are willing to step up to the plate and change the asset management world, I'll help you all I can. How will you know if joining forces with "The Network!" and "The Institute!" would be right for you? Measure against your honest responses to the following items - don't present your corporate face - present your OWN. Answer as a buyer and use the word "Agree" for "I accept" or use the word "Disagree" for "I'll be taking this acquisition to your competitor" (I'll interpret your score when you have finished...)

1. This software contract is not negotiable...

2. The hardware agreement is not negotiable...

3. The provider reserves the right to change the agreement at will and without notice...

4. This product is sold "as is"...

5. You can only purchase a new computer with this specific operating system...

6. Our product is the only one of its kind...

7. Our services are supplier-neutral...

8. Subscription-based licensing is less costly than perpetual licensing...

Remember, "Agree" if you would accept or believe the clause or statement, "Disagree" if you would not accept or believe. Once you are finished, I'll explain how we can help you create a more cost-effective technology environment.

Here's the bottom line:

If you answered "Agree" to ANY of these items, you are an easy target for over-priced & under-delivered technology goods and services. You are a victim of the "this is the way it's done" mindset. You'll pay whatever the supplier asks and accept whatever product they plop down on your desktop. (Scary, isn't it?)

If you answered "Disagree" on these items, there is hope for you... You are on the road to getting actual value for your tech dollars. Consider:

1. This software contract is not negotiable...

   1. Bull. While the suppliers want you to THINK this, it isn't true. If it is, you need to find new suppliers.

2. The hardware agreement is not negotiable...

   1. Wanna bet? Re-read the item above.

3. We reserve the right to change the agreement at will and without notice...

   1. No... You do not and you WILL not.

4. This product is sold "as is"...

   1. Wrong. I purchased this product to perform specific tasks. If you cannot back the product - in writing - to do those tasks, don't come here trying to sell it.

5. You can only purchase a new computer with this specific operating system...

   1. No. That's you're agreement with the software publisher. You make money on every one of THEIR operating systems you force consumers to accept. There are alternatives. I want to know what they are & I do NOT expect to pay more to select an alternative.

6. Our product is the only one of its kind...

   1. Not in THIS century. There are plenty of alternatives that fit my needs & I'm perfectly willing to move to one of your competitors.

7. Our services are supplier-neutral...

   1. If a supplier taking money from a specific systems or software company, or if the supplier is investing money in becoming "certified" through a specific company then I'd be pretty ignorant to believe you weren't going to recommend (push?) that company's goods or services.

8. Subscription-based licensing is less costly than perpetual licensing...

   1. Let's see... A perpetual license means I pay one fee and use the product until "I" chose to change or I move to a subscription agreement, paying you a repetitive yearly fee to use whatever product "YOU" are pushing at the time. If version 1 works for me, I shouldn't have to move up to versions 2, 3, 4, and 5 just because you quit supporting them. (I rarely used your support anyway.)

These are VERY simple responses to these very common statements and/or licensing clauses. (Don't believe me? Take time out to read three licenses for products on your computers. Many of these clauses are going to be right there in your hand & you're already legally bound to them.)

Businesses are constantly spending too much for too little in terms of software assets, hardware assets & support / maintenance agreements. Not only do we spend too much, we have also been carefully trained to accept whatever products or services are slapped with a "cutting edge" label. If you want to get serious value for your technology dollar, you need to be part of The Network and The Institute.

Our core purpose is to teach you - YOU - how to change your relationships with technology suppliers. If you do not get proactive on this you'll continue to be a helpless victim of tech sharp practices in licensing & related agreements. Get what you expect & only pay for what's delivered.

Here's How You Can Cut Costs on Software or on Hardware Support / Maintenance

Why are auto-renewal licenses and support / maintenance agreements an incredibly costly problem?

A majority of very typical enterprises:

• Have no trained individual responsible for closely monitoring auto-renewal agreements.
  
• Simply have no idea which auto-renewal licenses and agreements they have present in their technology environments.
  
• Do not know when the auto-renewal takes place.
• Do not know the process for canceling the auto-renewal.
• Have no process for determining if they should cancel the agreement.
• Try to purchase and implement costly and overly complex supplier-specific solutions or try to implement just-as-costly generic global standards.
  
• Have no executive support within the enterprise to extend the responsibility and authority to take action to reduce costs in a strategic manner.
• Honestly believe that they can purchase a silver-bullet solution that will resolve all their problems in one fell swoop.
  

Real World - Most auto-renewal agreements are crafted in such a manner that, if you do not cancel precisely in accordance with the terms and conditions, you will still have to pay for another year. (Yes, even if you tried to cancel.)

How do you prevent your company from being hammered by auto-renewal software or hardware support and maintenance agreement sharp practices?

• If this initiative isn't important to executive management, it isn't going to happen. If you are an owner / board member / executive manager, it is absolutely vital for you to get behind this individual asset management process. The savings can be enormous--with little or no negative impact on operations.
• Ensure that one of your people becomes trained in the methods and processes for closely monitoring the terms and conditions of licenses and agreements. No, you do not necessarily need a lawyer for this--an advanced clerical worker or paralegal could manage these on a day to day basis. (We do not teach law or profess to provide legal advice. We do, however, provide basic common sense methods for understanding the day to day requirements of technology agreements.)
• Ensure that your designated asset manager has the infrastructure present to gain access to the operational information required to effectively manage these materials.
• Ensure that all auto-renewal dates are clearly documented as well as the lead time for notification.
• Ensure that a VERY clear documentation process is in place to identify the precise dates and processes required to cancel an auto-renewal.
• Ensure that the asset manager has a credible and measurable process for evaluating the need to continue or cancel a given agreement.
• Ensure that you complete the simple, cost effective, and common sense ground work prior to considering new software, standards, or teams of consultant experts.
• Oh... And there IS no silver bullet solution. You're just gonna have to apply brain power.
  

There's more but you should get the idea. Remember, you have a choice in implementing technology asset management initiatives.

• You can choose to use the expensive-to-purchase and expensive-to-implement supplier-hype solutions involving costly international standards.

OR

• You can use a plain old normal, common sense, and a cost effective phased approach that makes sense for your unique environment. Once this ground work is in place, you can move on to more complex options.
  

I suggest you use option #2.

What will we find out?

This blog is all about managing technologies as business assets. Up until now, the vast majority of companies manage their incredibly valuable business technology assets in one of the following ways:

• They don't manage it at all,
• They manage technology assets only in an ad hoc manner,
• They only use periodic software asset management & only when forced to do so by a software audit or software piracy audit,
• They expect their technical personnel to manage everything...

The day your company begins using formal business processes to manage the entire life cycle of business technology assets is the day you begin reducing costs and risks by as much as 50%.

Failure to do so simply means that you will continue to be exposed to software piracy audits, software license non compliance penalties, font violation audits, graphics violation audits, even copyright violations of MP3 and video products. Also, you might want to check your systems for games. Yep! The gaming industries are also more than willing to dip into your bottom line for copyright violation settlements.


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Read The Contract!

Technology asset management cost and risk reduction concept:

Read The Contract, License or Other Document...

I have been working as an adviser, corporate coach and certification trainer since the mid-90's and I can honestly state that the vast majority of companies have absolutely no idea what the terms and conditions are of the dozens--even hundreds--of legal documents to which the company is bound.

Guaranteed Cost Reduction Idea:

"Begin, immediately, reading and summarizing every software license for every product your company uses."

Why? Because software licenses are permissive documents. They clearly specify precisely how you are permitted to use the copyright protected product covered by the license. If you do not know what the licenses say you cannot possible be compliant with those licenses.

How much could you really save? The average settlement for license non compliance for an American SME is around $60,000 (plus up to 6 times that amount in punitive audit fees). You could side-step this potential loss of vital business revenue by simply matching up your permissions with your actual usage of those copyrighted products.