galit stki 2009 for summit

8/14/2019 Galit STKI 2009 for Summit

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Galit Feins work Copyright 2009 @STKI Do not remove source or attribution from any graphic or portion of graphic 1

Your Text hereYour Text here

Off ice of t he CIO

2009

Galit FeinVP & Senior Analyst

Office of the CIO Strategies


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IT Trends 2009

Agenda

IT Budget Mngt

Office of the CIO/ ITAM

Sourcing/ Cloud Computing

Conclusion

1

Enterprise Risk Mngt

2

3

4

Mobile/ Social Networks

5

6

IT trends

2009

IT Budget

Mngt

Office of

the CIO

Sourcing

ERM

Mobile

IT Trends2009


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IT in Aggressive Cost -Cut t ing Times

IT Marketdecreasing -12.53%

IT Budget cuts

Capex Crisis IT budget mngt

IT Trends2009

Need for better ITinvestmentsoptimization

Increased focuson ITG

Office of the CIO

Technology budgetis mostly non-discretionary

Shift todiscretionary

cost basis whenpossible

IT Asset Mngt

Sourcing Models

Cloud Computing


4/101




Financial crisisforced better

regulations & riskmngt

Increased spendon IT risk mngt

Enterprise RiskMngt

IT Trends2009

InnovationNew business

models

Mobile;

SocialNetworking


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Act ions t aken t o cut IT cost s

34%

46%

49%

52%

58%

59%

61%

Reduce IT headcount

Reduce spending on IT staff training

Freeze or cancel IT capital spending

Renegotiate IT vendor contracts

Postpone discretionary IT projects

Freeze IT hiring

Restrict IT travel expenses

Jan-09

Source: CIO IT Budget & Staffing Survey

IT Trends2009


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Top ITs Pr ior i t ies for 2009in Israel

Automation and outsourcing testing

Improvement of IT security and compliance

Requirement and Portfolio management

Business Intelligence

Selection of IT investments based on ROI

Renegotiation of contract

Consolidation of IT infrastructure

21%

30%

31%

42%

53%

57%

62%

Source: STKI

IT Trends2009


7/101Galit Feins work Copyright 2009 @STKI Do not remove source or attribution from any graphic or portion of graphic 7



IT Budget Cuts Capex crisis IT budget mngt

IT Budgetmngt




IT Budget Reduct ion

Capex Crisis - cash flow is the KING

Move from Capex/Opex to Zero-based budgeting

Trade non-discretionary costs for

discretionary costs

IT Budgetmngt




Non-Discret ionary Cost s

IT budget with previous commitment & no flexibility

IT Budgetmngt

60%

36%

4%

Non-Discretionary spends

Discretionary spends

Unsure

Source: CIO magazine "the State of the CIO" online survey 2008




Hidden IT cost s

Expenses assigned before the budget year:

People cost (internal staff)

Professional services based on annually contracts

HW & SW maintenance (annual app maintenancefees)

Mandatory & must projects: Data Storage, Networks

IT Budgetmngt

Current high non-discretionary costsprevent business agility




Discretionary Non-discretionary

Trade non-discret ionary cost sfor discret ionary cost s

IT Budgetmngt




ITG

Office of theCIO

Agility

Portfolio

mngt

IT assetmanagement

Softwarelicenses

ITprocurement

Sourcing models

Prof. services

Cloud computing

How t o IncreaseDiscret ionary Budget ?

IT Budgetmngt


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Taking Advant age of a Downt urn

Financial crisis has increased the

attention to IT costs mngt

IT cant afford bad decisions

Reduced IT spending:

Office ofthe CIO

Increased focus on Office of the CIO

Need for better PPM

201020092008

35.016.67%30.020.00%25.0Office o f the CIO

Project Ma nagement Office


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Top ITs Pr iori t ies f or 2009in Israel

Automating and outsourcing testing

Improving IT security and compliance

Requirement and Portfolio management

Business Intelligence

Improving the ROI of IT investments

Contract renegotiations

Consolidation of IT infrastructure

21%

30%

31%

42%

53%

57%

62%

Source: STKI

Office ofthe CIO


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Internalfocused IT

InternalServiceProvider

ExternalService

Provider

IT Transformat ion

Available & accurate info

IT maintenance

IT staff mngt

HW availability &uptime

Technical support

Align IT to business

Best solution for

business needs

IT portfolio mngt of

LOBs demands

Align IT to customers

Business partner

Business innovator

engine

Transformation initiator

Office ofthe CIO


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IT Transformat ion t hrough ITG

FromData Center

room

To Strategicconference table

OTC

Office ofthe CIO


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Business Par t nership Off ice

What is it?

What is it not?

Office ofthe CIO


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Locat ion of Business Referent s

LOB LOB

IT

BRM

LOB

IT

Infra Develop. Operation

Office of the CIO

PMO, QA, KPIs, CSO

International Trends:

BRM is not part of the IT

BR manager business skills

with understanding of IT

Israeli Trends:

BRM is part of the IT - OTC:v Political issue

OTC manager IT manager

with understanding of business

Office ofthe CIO


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Par t nership bet ween business & IT 2way communicat ion

OTC becoming t he IT most import ant off ice,

but

Only with CEOs recognition of

IT contributionto business innovation

& competitive advantage

Office ofthe CIO


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Off ice of t he CIO under New Const raint s

4 Increase IT business value through IT cost optimization

4Rebalance the IT portfolio to Increase Revenue, Reduce

Costs, Manage Risk, with minor investments for Growing

Revenue & Avoiding Future Costs

4Target discretionary funds for maximum ROI

Office ofthe CIO


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Not ROI but Payback Period

Payback period - how quickly investments are repaid?

Shorter payback period :

Quick free cash for other investments

Lower risk - new future regulations, new

software, new business requirements

Office ofthe CIO


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OTC/ PMO St af f ing Rat io

Average size of Israeli OTC/ PMO department: 3-5

~2% of IT department (between 0.5% - 4% *)

Compared to ~5-8% in global orgs

* in large enterprises, varies according to thematurity of IT Governance in the organization

Office ofthe CIO


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Demand Management

LOBBusiness

Referent

Initialization process

Alignment to business

strategic goal Pre-agreed categories set

Business Priority

Risk (new tech, # of LOBs

involvement )

ROI/ NPV

IT Evaluation

Approval

OTCPMO

Office ofthe CIO


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Automized Demand Management

LOBBusiness

Referent

Initialization process

Alignment to

business strategic goal

Pre-agreed

categories set

Risk (new tech, nu

of LOBs involvement )

Anything that helps

accurate evaluation

OTCPMO

Source: CA PPM

Office ofthe CIO


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Office ofthe CIO

Strategic, tactical, regulatory

Small requests

Large Projects

Pr ior i t izat ion Process

IT PlanSmall requests Large Projects

Prioritization

done

By OTC/ BRM,

because theyknow

the strategy

of the business

P j t E l t i


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Proj ect Evaluat ionIsrael i Trends

Projects evaluation is based on previous experience only:

No methodology or pricing model!

Top Down budgeting allocation:

Price tag remains the same during the projects lifecycle

PMOs dont use Service Catalog:

Requirements variety

Office ofthe CIO


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Hol ist ic View - Por t f ol io Evaluat ion Mat r ix

Business prioritization/ Strategic alignment

ROI/

Payback

1 2 3 4 5

1

2

3

4

5

The size of each

bubble is

proportional torisk/ IT complexity

The preferred

project

Projects Size, Risk & Value

Office ofthe CIO


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General Welfare

Org. holistic view vs. LOB

Each requirement is examined by its contribution to theorg.

Contribution is not necessarily financial: Innovation

Branding

Total cost of ownership (TCO) training, infrastructure

Requirements integration

ProjectX

ProjectY

IntegratedProject/

New infraproduct

Office ofthe CIO


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Resource Al locat ion & Mngt

One DB for resource mngt

Transparency

Planning based on

actual data

Planning vs. Execution

IT

Office ofthe CIO


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Real Time Proj ect s Dashboard

Risk

On

Budget On Time On ScopeQuality Gates TotalClient

SatisfactionProject #

25

140

32

2

89

Office ofthe CIO


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ITG/ PPM Tools

Demandmngt

Portfoliomngt

Project mngt

Financialmngt

Resourcemngt

IT processmngt

Reporting

Office ofthe CIO

ITG/ PPM Tools Off f


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ITG/ PPM ToolsIsrael i Trends

Most ITOs dont implement the complete ITG/ PPM solution

Prefer to acquire only the missing PPM modules:

Demand mngt

Portfolio mngt

Manage the other modules by existing solutions, as:

Project mngt MS Project, PS Next, etc

Financial mngt ERP, etc

Resource mngt SP, MS Project, In-house tools, etc IT process mngt - SP, In-house tools, etc

Reporting - SP, In-house tools, etc

Office ofthe CIO

ITG/ PPM Tools

Offi f


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ITG/ PPM ToolsIsrael i Trends

PPM tools are not up-to-date, because of limited budget

ITOs choose in-house developments

PPMtools are second preference the real change to the org.

will bring governance procedures & right

methodology

Office ofthe CIO

20102009200815.087.50%8.0-20.00%10.020.053.85%13.0-13.33%15.015.050.00%10.00.00%10.0

PPMOffic e of the

CIOAsset Mana ement

Project m anagem ent


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LocalSupp

ort

Market Presence

Not a technological positioning, refers only to Israeli market

Focused on enterprise market (not SMB)

Not an STKI recommendation

t Market Presence (X)

Market share - existing and new sales (more emphasis)

Mind share (how user organizations rate vendors)

t Local Support (Y) is influenced by (X)

Experience & technical knowledge, localization,support, number and kind of integrators

t Worldwide leaders marked, based on global positioning

t Vendors to watch: Are only just entering Israeli Market

so cant be positioned but should be watched

STKI Israeli Posi t ioning

Vendor A

Vendor B

Worldwide

Leader

Vendors to Watch:

Vendor C

Offi f


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ITG/ PPM- Posi t ioning of t he Israel i Market

LocalSuppo

rt

Market Presence

This analysis should be used with its

supporting documents

Vendors to Watch:

CA

HP

Compuware IBM

MSPPS Next

Enterprise

Worldwide

Leader

Local Solution

MicrosoftMid-Tier

Office ofthe CIO

Proj ect Mngt Posi t ioning of t he

Offi f


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Proj ect Mngt - Posi t ioning of t heIsrael i Market

LocalSuppo

rt

Market Presence

Enterprise

Existing Israeli

experience in

project mng



Vendors to Watch:Compuware IBM

Worldwide

Leader

Microsoft

CA

PS Next

HP

Primavera

Office ofthe CIO

Offi f


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Anot her opinion not al l is Bleak!

ITG is mostly suitable for large enterprises

There is great sense of control in SMBs

Expensive technology & methodology that requireadditional resources would bring the desired

transparency which will also lead to interventions & high

evolvement in IT budgets

Office ofthe CIO


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Technology budgetis mostly non-discretionary



IT Asset Mngt

Sourcing Models

Cloud Computing

ITAM


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IT Asset Management

Some IT assets are still being managed like this

ITAM


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Sof t ware Licenses Mngt - Cost savings

Multiple purchasing options review NOT automatic SW renewals!

Monitor the actual demand for SW licenses:

Inventory of all desktops & what is installed on each

Apps have been abandoned, but the vendor is still receiving

licensing revenue

Overpayment for licenses that aren't being used

(result of volume discount) Shelf applications

ITAM

Good contract is not about getting a good price

its about assuring value!

IT Appl icat ion Por t f ol io Mngt


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IT Appl icat ion Por t f ol io MngtIsrael i Trends

High variety between the ITOs

from having no idea where IT assets are to ITAM with full SW usage

metering with integration to ERP & HD

Major challenges: SW Usage metering

Type of usage (change performance/ read only)

The tougher the formal procedures are - the easier ITAM

Lack of ITAM tools maturity

ITAM tools often viewed as an extension of ERP & PPM tools

ITAM

Service


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Service Desk

HD is amongst the primary targets for cost cutting

ServiceDesk

Service


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Israeli Trends of Service Desk

Although a lot have been done to improve HD staff

productivity:

Best practices (ITIL) widespread acceptance among large

& more complex ITOsDesktop configurations standardization

Sophisticated HD tools - web-based user self-service,

automated email response SW, incident tracking systemsRemote access

Outsourcing

ServiceDesk

Upcoming STKI RT

on SD: 31/05/2009

Vendors Trends of Service


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Vendors Trends ofService Desk Tools Vendors have followed with tools that assist in the

implementation of ITIL processes

Major vendors have expanded their offerings:Asset mngt portfolio

SaaS model

CMDB

Service desk mngt tool is a mature market

ServiceDesk

IT Service Desk

Service


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IT Service Desk Posi t ioning of t he Israel i Market

LocalSupp

ort

Market Presence

Enterprise

MID-Tier



IBMVendors to Watch:

CA

HP

SysAid

Microsoft

BMC

Pivotal

SAP

PeopleSoft

Siebel

IT HD

Modules

ServiceDesk

Worldwide

Leader

Sourcing


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Technology is not adiscretionary asset



Sourcing Models

SourcingModels

C C i O i

Sourcing


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Cost Cut t ing Out sourcingSourcingModels

Gl b l T d f O iSourcing


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Global Trends of Out sourcing

Outsourcing landscape changing due to:

Globalization

Cloud Computing

Providers will turn to SaaS during

the financial crisis

SourcingModels

Gl b l T d f O i

Sourcing


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Global Trends of Out sourcing

ITOs will turn to outsourcing for cost cutting

Non-discretionary expenditure reduction

Avoidance of capital investment

Growing outsourcing segments:

QA

BPO - greater variety of offerings

Crowdsourcing e.g: Amazon.com's Mechanical Turk

(http://www.mturk.com/mturk/welcome)

SourcingModels

I l i T d f O t i

Sourcing
http://www.mturk.com/mturk/welcomehttp://www.mturk.com/mturk/welcome


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Israel i Trends of Out sourcing

Steady & mature market growth of 3% (from 405 to $417 M)

Outsourcing market grew this year due to increasing

scope of existing client & a few new deals

Both largest deals of this year were comprehensive IT

outsourcing in Public sector

Rest of deals small selective outsourcing

Decline in number of deals

NO backsourcing deals

SourcingModels

Current Provider Landscape Sourcing


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Current Provider LandscapeIsrael i Trends

HP-EDS, Ness, Malam-Team, IBM

New global player: TCS (TATA)

Number of vendors went up in 2008 due to entrance of

many specialized players:

Bynet, Taldor, Yael, El-AD, etc

SourcingModels

I l i N h

Sourcing


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Israel i Nearshore

Acknowledging the advantage & cost saving (up to

50%) by outsourcing: the transition

from PS to outsourcing

Existing clients have

broaden their scope

SourcingModels

Matrix Global

Malam (Maalot); Ness(EDC); Aman (Tehila)

Offshore: NTS

Israel i Trends

Sourcing


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Israel i Trendsof Professional Services

Professional services market has dropped

Mostly due to price & PS working hours reduction

PS provided, as promised, flexibility to org, which

had to decrease their activity

SourcingModels

20102009200875.050.00%50.0-30.56%72.0tem s

Israel i Trends

Sourcing


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4Cheapest Cost Plus model buying PS instead of the capacity

4Failure of the business model

NO premium for flexibility & providers financing:

(overtime hours, sick pay, miluim, training, support, interest, etc)

Israel i Trendsof Professional Services

Sou c gModels

IT i A i C t C t t i Ti


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Technology is not adiscretionary asset


cost basis wherepossible

Cloud Computing

Cloud Comput ing Cloud


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C oud Co put gDefinition

Cloud computing refers to highly scalable ITresourcesSW, CPUs, storage capacitythat arehoused outside of company data centers, available ondemand over the Internet, & whose usage ismeasured & billed incrementally.

In-house clouds mimic those characteristics inside

the company firewall but lack the economies of scaleof public clouds.

Source: Informat ionweek

Computing

Clo d Comp t ing Benef i t sCloud


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Cloud Comput ing Benef i t s No Capital Expenditure but pay-per-use

Device & location independence

Performance is monitored 24x7

Scalability

Innovation

Computing

Cloud Comput ing Chal lengesCloud


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Mngt & monitoring ability of cloud companies

Credit dilemma

Reliability of cloud service providers (ISO, SAS70 -?)

Quality of informational security - Regulations issues

Job Security

TCO Total Cost of Ownership Will it become lower?

Cloud Comput ing Chal lenges Computing

Types of Cloud Services

Cloud


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Types of Cloud Services

IAASInfrastructure as a Service

PAASPlatform as a Service

Servers / Storage / Networks

Desktop apps via the Internet

Multi tenancy/Platform-Centric/User controls the data/ERP-CRM-HR

Write your own application/Development tools

Desktop as a Service

Cloud SW

Computing

Cloud Comput ing Examples

Cloud


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Cloud Comput ing Examples

IAASInfrastructure as a Service

PAASPlatform as a Service

Docs & spreadsheets

Desktop as a Service

SAASSoftware as a Service

Computing

Cloud Comput ing TrendsCloud


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Cloud computing not widely accepted yetReluctance to lose control

Main areas of increase:

Especially in IaaS area

In some markets SaaS is highly

popular

Cloud Comput ing Trends Computing

Insight Research CorporationSource:

The necessi t y t o evaluate t he new model

Cloud
http://www.insight-corp.com/reports/grid.asphttp://www.insight-corp.com/reports/grid.asp


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The necessi t y t o evaluate t he new model

Hot new area with great potential

ITOs are already starting to evaluate:

During companies acquisition

Shortage of cash, servers - while testing Amazon EC2

platform

During todays economic crisis even the most conservative

of people will have to evaluate the new model

Computing

STKI Recommendat ion

Cloud


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STKI Recommendat ion

For Users:

to experience in the establishment of AmazonEC 2 servers

to use SaaS apps for marginal org. needs (pilot)

For Vendors:

to evaluate which service/ product is appropriate for cloud

work environment - to proceed the new players

Computing

Pricing

Cloud


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Pricing

Use- based charge:

S3 $0.15c/month per a gig EC2pay per use via on demand VMs-$0.10 VMinstance/hour. (Amazon)

InfrastructureCloud

Free to $10 per user per monthDesktop Cloud

Pay per use: $15 per light license per monthPlatform Cloud

Pay per seat: CRM: $40-$140 per user per month

ApplicationCloud

Computing

High cost s due to being a monopoly.Cost ma o down when new comers arr ive

IT in Aggressive Cost Cut t ing Times

ERM


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Financial global crisisforced better

regulations & risk mng

Increase spendon IT risk mngt

Enterprise RiskMngt

ERM

Ent erpr ise Risk Mngt ERM


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Ent erpr ise Risk Mngt ERM

MadoffBernard

IT Ent erpr ise Risk Mngt

ERM


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Global Trends 2009

Global financial crises & increasing number of recent

frauds exposed the need for new regulations& better enforcement

General dissatisfaction with poor corporategovernance, regulatory oversight & risk mngt

Increased org. budget for regulation & risk mngt

ERM

201020092008

75.050.00%50.042.86%35.0

Governance & Risk

Ma nag eme nt (also BCP)


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Ent erpr ise Risk Management

ERM


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Ent erpr ise Risk Management

CEO must know what are the risks associated with IT

investments just as he aware of risks associated with

finance - Doubtful Debt / or other important risk

IT investment / project:

aROI

aBudget

aSchedule

Risk factors

ERM

Prepare t o t he Unpredict able

ERM


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Prepare t o t he Unpredict able

Wall Street crisis

Satyam,

Wipro,

Comverse, IBM,Oracle,

Amdocs,

Infosys,

Cognizant,

HP firing

AdmitsMadoff

Billion $ Fraud50

Banking crisis:

Lehman Brothers bankruptcy

Who Can?

11/9

ERM

Top Pressures DrivingEnt erpr ise Risk Mngt

ERM


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Improve operational efficiencies

Protect the organization

Better risk mngt

New/ changing regulations

24%

31%

38%

46%

Top Pressers Driving ERM

Source: Aberdeen Group 2008

Ent erpr ise Risk MngtERM

GRC Governance, Risk & Compliance

ERM


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uni f y compl iance wi t h risk mngt

Balanced riskportfolio, examination

ofreal, quantifiablecosts associated withdifferent types of IT

risks

SOX / Sectorregulationscompliance

Processdevelopment &

proceduresestablishment based

on set ofmeasurements

Current Si t uat ion in Israel

ERM


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Current Si t uat ion in Israel

Quick fix one-time, often outsourced, regulation projects

SOX is the must have - it will not have strategic impact on

the organization

Fragmented approach to GRC is inefficient & becoming a

huge cost driver

Existing tools handle only documentation of SOX compliance

procedures -they dont check the level of enforcement!

Governance Risk & Compliance!

ERM


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Governance, Risk & Compliance!

Need for ongoing effort to comply with regulation

Firms can no longer afford to approach compliance astactical project like meeting the SOX deadline

GRC technologies move from niche specialist vendors

towards the large systems

The Growing Int erest of SW vendors

ERM


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The Growing Int erest of SW vendors

GRC acquisitions

2006: SAP acquired Virsa, ERM SW provider, to bolster SAPs SW

compliance skills

2007: Sun reached for startup Vaau

2008: Oracle picked up longtime partner LogicalApps

Israeli new enforcement Start-ups:

Xpandion Risk mngt & behavioral analyzing SW solution

SPATIQ provides an automatic tool for Entitlement mngt

GRC often viewed as an extension of ERP & BPM tools

Tools cannot provide a complete solution without actual process change


Mobile


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IT in Aggressive Cost Cut t ing Times

InnovationNew business

models

Mobile;

SocialNetworking

Upcoming STKI Round Table

on Mobile: 06/05/2009

Mobi le Phones 2009

Mobile


80/101



Mobi le Phones 2009

Mobile EVERYWHERE

The Mobile Revolut ion is j ust Begun

Mobile


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The Mobile Revolut ion is j ust Begun

Mobile phones

Smart phones Pocket PCs

PDAs

Mobi le Phone - MEGA Trends 2009P i t S t

Mobile


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Pr ivat e Sect or

Primary interface for Internet & Social Networks

Personalization

Consumers will watch more TV on mobiles

Dominant platform for listening to music

Mobile Wallet

M

O

B

I

L

E

T

R

E

N

D

S

Time Al locat ion perS t h A l i t i

Mobile


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Your Text hereYour Text here Messaging

39%

Multimedia

17%

PIM15%

Voice

13%

Browsing

8%

Games

4%

Productivity1%

Utility4%

Smart phone Appl icat ion

Source: Smartphone 360 study Nokia

Voice

only 13%!

MobileMobi le Phone - MEGA Trends 2009

B i U


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Greater variety of platforms & apps

Increasing complexity & capacity

Employees use their private mobile devices for work soexpect org. technical support

Therefore , outsourcing for

technical support

M

O

B

I

L

E

T

R

E

N

D

S

Business Use

MobileMobi le Phone - MEGA Trends 2009

B i & P i t U


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Real smart phone blurring lines between

business & personal use

Constant internet connection

Digitalized ID

Video conference through online accounts

M

O

B

I

L

E

T

R

E

N

D

S

You wont need your laptop anymore?!

Business & Pr ivat e Use

When you re NOT in f ront of t he Comput er

Mobile


86/101



y p

Now you can: purchase a product or service

conduct financial transactions

mobile ticketing send/ receive digital pictures

download entertainment content

Many org. haven't yet fully understood the

opportunities offered by mobility

Newgenerat ion Mobi le Apps:

Mobile


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New generat ion Mobi le Apps:

Mobile Enterprise Mobile CommerceRemote monitoring

& control

Location-based,context-awareservices (GPS)

Multiplayer, mobilegaming services

Mobile ID/key

Voice overWireless IP

Mobile Ent erpr ise Field Force

Mobile


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p

Mobile workers additional products/services offering

to field customers

Access to/ update of enterprise info - guidance for fixing

malfunctions,dynamic scheduling

Remote monitoring & control - Real-time field data analyzing

(what, when, how much?)

Selective Examples: Matrix (CallDinator) Bezeq, HOT, Ort

One (ONE1Mobile) Bank Hapoalim, Hospitals

Taldor IDF, USPostal

Mobi le Banking

Mobile


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ob e a g

The use of a mobile phone forfinancial transactions

Mobi le Banking

Mobile


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g

Bank transactions from any location in real-time: Account activity, deposits/withdrawals,

money transfer

Stock trading:

Real-time data, news & updates alerts,

virtual stock portfolio, buying & selling of stocks

Credit cards:

Credit card charges

Real-time data of checking account balance, rapid loans

Location-based, context-aware services relevant real-timediscounts (mall parking, in-shop sale, etc)

Selective Examples: Matrix (Bank2go) Bank Leumi; Netwise Mizrahi Live

Mobile Commerce Mobile


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Online shopping

Purchasing retail items through scanning - mobile wallet

Advertising :

Mobile ROI measurement & analytics use to better deliver

mobile campaigns & understanding consumer needs

Appointments reminders & scheduling,

medical results receiving:

Travel reservations & ticketing

Shorten business process - e.g. car acquisition real time check on

mobile - who is the owner, legal owner/stolen, does it have a test?

Martix

Mobile Players in IsraelPart ial List

Mobile


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Part ial List (alphabetical)

Bynet (Paybox) IBM (Lotus mobile)

Matrix (MMIS)

Ness (Sybase)

Netwise (Mintbox) browsing solution

(Cellerium) client solution

One (One1Mobile)

Taldor

Social Net working

Social

Networking


93/101



g


94/101

STKI Group in LinkedIn

Social

Networking


95/101



p

InDuring a 2 month period: 483 members from all of the world, tens ofonline discussions, summit part icipation approvals

My Blog

Social

Networking


96/101



y g

Feins WorldGalit

Current Country Totals

From 15 Oct 2008 to 16 Feb 2009

Israel (IL) 2,203

Summary


97/101



y

Increased focus on Office of the CIO Advanced IT Gov.:Business value / IT cost optimization

Innovation

Strategic alignment

Alternative Sourcing Models Cloud Computing

GRC-Need for ongoing effort backed by mngt frameworks

New business models Mobile, Social Networks


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Galit FeinVP & Senior Analyst

[email protected]

Capex - Capit al Expendi t ure

IT Budgetmngt
mailto:[email protected]:[email protected]


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p p p

Allowed company to

increase their profit

in the yearly report by

to depreciating

the investment

over several years

What is Capex ?

IT Budgetmngt


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Companys physical assets:

Capex can include everyt hing

f rom repair ing a roof t o bui lding a brand new fact ory

Zero-Based Budget ing

IT Budgetmngt


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Bottom Up Budgeting - justification ofall expenses must be done every year

Zero-Based Budgeting is built based on

what is needed for the upcoming period

Instead of History Based Budgeting

galit stki 2009 for summit

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