it governance / office of the cio - short version - galit stki summit 2009

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Office of the CIO 2009

Office of theCIO 2009

Galit FeinVP & Senior Analyst

Office of the CIO Strategies



IT Trends 2009

Agenda

IT Budget Mngt

Office of the CIO/ ITAM

Sourcing/ Cloud Computing

Conclusion

11

Enterprise Risk Mngt

22

33

44

Mobile/ Social Networks

55

66

IT trends 2009

IT Budget Mngt

Office of the CIO

Sourcing

ERM

Mobile

IT Trends2009



IT in Aggressive Cost-Cutting Times

IT Market decreasing -12.53%

IT Budget cutsCapex Crisis IT budget mngt

IT Trends2009

Need for better IT investments optimization

Increased focus on ITG Office of the CIO

Technology budget is mostly non- discretionary

Shift to discretionary cost basis when

possible

IT Asset MngtSourcing ModelsCloud Computing




Financial crisis forced better regulations & risk mngt

Increased spend on IT risk mngt Enterprise Risk Mngt

IT Trends2009

Innovation New business models Mobile; Social Networking



Actions taken to cut IT costs

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

34%

46%

49%

52%

58%

59%

61%

Jan-09

Source: CIO IT Budget & Staffing Survey

IT Trends2009



Top IT’s Priorities 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




IT Budget Cuts Capex crisis

IT budget mngt

IT Budget mngt



IT Budget Reduction

• Capex Crisis - cash flow is the KING

• Move from Capex/Opex to

Zero-based budgeting

• Trade non-discretionary costs for

discretionary costs

IT Budget mngt



Non-Discretionary Costs

IT budget with previous commitment & no

flexibility

Hidden IT costs

IT Budget mngt

60%

36%

4%

Non-Discretionary spends

Discretionary spends

Unsure

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



“Hidden” IT costs

Expenses assigned before the budget year:

People cost (internal staff)

Professional services based on annually contracts

HW & SW maintenance (annual app maintenance

fees)

Mandatory & “must” projects: Data Storage,

Networks

IT Budget mngt

Current high non-discretionary costs prevent business agility



Discretionary Non-discretionary

Too often, cuts made only in

discretionary IT spending

Trade non-discretionary costs for discretionary costs

IT Budget mngt




IT investments optimization

Increased focus on ITG

Office of the CIO

Office of the CIO

Upcoming STKI Round Table on Office of the CIO: 10/06/2009



Taking Advantage of a Downturn

Financial crisis has increased the

attention to IT costs mngt

IT can’t afford bad decisions

Reduced IT spending:

Office of the CIO

Increased focus on Office of the CIONeed for better PPM

2010 2009 2008

35.0 16.67% 30.0 20.00% 25.0Office of the CIO

Project Management Office



Top IT’s Priorities for 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 of the CIO



IT Organization Today :

• ITO directly affects on every business aspect

• Highly embedded for the organization success:

Increasing complexity of org. products/

services

Multi-channel customer interaction

Office of the CIO



Internal focused IT Internal Service Provider

External Service Provider

IT Transformation

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 of the CIO



IT Transformation through ITG

From Data Center room

To Strategic conference table

OTC

Office of the CIO



Business Partnership Office

What is it?ITG - IT GOVERNANCE

OTC - Office of the CIO BRM - Business Relationship Mngt

What is it not?

PMO

Office of the CIO



Location of Business Referents

LOB LOBBRM

IT

LOB

ITOffice of the CIO

PMO, QA, KPIs, CSO

Infra Develop. Operation

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:

Political issue• OTC manager – IT manager with understanding of business

Office of the CIO



Partnership between business & IT –2way communication

OTC becoming the IT most important office,

but

Only with CEOs recognition of

IT contribution to business

innovation & competitive

advantage

Office of the CIO



Office of the CIO Israeli Trends

Innovation Strategic alignmentBusiness value / IT cost optimizationDemand / prioritization & mngtResource allocation & mngtIncreasing PMO efficiency

We all do it to certain extent, but “What got you here, won’t get you there”.

Marshall Goldsmith

Advanced - ITG

Basic - EPM

P B B B B B

Office of the CIO

You’re Here



Office of the CIO under New Constraints

• Increase IT business value through IT cost

optimization

• Rebalance the IT portfolio to Increase Revenue,

Reduce Costs, Manage Risk, with minor

investments for Growing Revenue & Avoiding

Future Costs

• Target discretionary funds for maximum ROI

Office of the CIO



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 of the CIO



OTC/ PMO Staffing Ratio

• 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 the maturity of IT Governance in the organization

Office of the CIO



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 of the CIO

Source: CA PPM



Automized PPM ProcessesOffice of the CIO

IT

Open the BOX• One DB for Demand

mngt, IT Plan,

Resource Allocation &

mngt

• Transparency



Office of the CIO

Strategic, tactical, regulatory

Small requests

Large Projects

Prioritization Process

IT PlanSmall requests Large Projects

Prioritization done

By OTC/ BRM, because they

know the strategy

of the business



Project Evaluation Israeli 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 don’t use Service Catalog:

Requirements variety

Office of the CIO



Holistic View - Portfolio Evaluation Matrix

Business prioritization/ Strategic alignment

ROI /Payback

1 2 3 4 5

1

2

3

4

5

The size of each bubble is proportional to risk/ IT complexity

The preferred project

Projects’ Size, Risk & Value

Office of the CIO



General Welfare

• Org. holistic view vs. LOB• Each requirement is examined by its contribution

to the org.• Contribution is not necessarily financial:

InnovationBranding

• Total cost of ownership (TCO) – training, infrastructure

• Requirements integration

Project X Project YIntegrated

Project/New infra product

Office of the CIO



Real Time Projects’ Dashboard

RiskOn

Budget On Time On ScopeQuality Gates Total

ClientSatisfactionProject #

25

140

32

2

89

Office of the CIO



ITG/ PPM Tools

Demand mngt

Portfolio mngt

Project mngt

Financial mngtResource mngt

IT process mngt

Reporting

Office of the CIO



ITG/ PPM Tools Israeli Trends

• Most ITOs don’t implement the complete ITG/ PPM solution

• Prefer to acquire only the missing PPM modules:Demand mngtPortfolio mngt

• Manage the other modules by existing solutions, as:Project mngt – MS Project, PS Next, etcFinancial mngt – ERP, etcResource mngt – SP, MS Project, In-house tools, etc IT process mngt - SP, In-house tools, etcReporting - SP, In-house tools, etc

Office of the CIO



ITG/ PPM Tools Israeli Trends

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

budget ITOs choose in-house developments

• PPM tools are second preference – the real change to

the org. will bring governance procedures &

right methodology

Office of the 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

PPMOffice of the CIO

Asset ManagementProject management



Lo

cal S

up

po

rt

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 integratorst Worldwide leaders marked, based on global positioningt Vendors to watch: Are only just entering Israeli Market

so can’t be positioned but should be watched

STKI Israeli Positioning

Vendor A

Vendor B

WorldwideLeader

Vendors to Watch:

Vendor C



ITG/ PPM- Positioning of the Israeli MarketLo

cal S

uppo

rt

Market Presence

This analysis should be used with its supporting documents

Vendors to Watch:

CA

HP

Compuware IBM

MSPPS Next

Enterprise

WorldwideLeader

Local Solution

MicrosoftMid-Tier

Office of the CIO



Project Mngt - Positioning of the Israeli Market

Loca

l Sup

port

Market Presence

Enterprise

Existing Israeliexperience in project mng


Vendors to Watch:Compuware IBM

WorldwideLeader

Microsoft

CA

PS Next

HPPrimavera

Office of the CIO



Another opinion – not all is Bleak!

• ITG is mostly suitable for large enterprises

• There is great sense of control in SMBs

• Expensive technology & methodology that require

additional resources would bring the desired

transparency which will also lead to interventions &

high evolvement in IT budgets

Office of the CIO




Technology budget is

mostly non- discretionary

Shift to discretio

nary cost basis when

possible

IT Asset Mngt

ITAM



IT Asset Management

Some IT assets are still being managed like this

ITAM



Software 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– it’s about assuring value!



IT Application Portfolio Mngt Israeli 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 Desk

HD is amongst the primary targets for cost cutting

Service Desk



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 ITOs

Desktop configurations standardization

Sophisticated HD tools - web-based user self-

service, automated email response SW, incident

tracking systems

Remote access

Outsourcing

Service Desk

Upcoming STKI RTon SD: 31/05/2009



Vendors Trends of Service 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

Service Desk



IT Service Desk – Positioning of the Israeli Market

Lo

cal S

up

po

rt

Market Presence

Enterprise

MID-Tier


IBMVendors to Watch:

CA

HP

SysAid

Microsoft

BMC

Pivotal

SAP

PeopleSoft

Siebel

IT HD

Modules

Service Desk

WorldwideLeader




Technology is not a

discretionary asset

Shift to discretio

nary cost basis when

possible

Sourcing

Models

SourcingModels



Cost Cutting OutsourcingSourcingModels



Global Trends of Outsourcing

• Outsourcing landscape changing due to:

Globalization

Cloud Computing

Providers will turn to SaaS during

the financial crisis

SourcingModels



Global Trends of Outsourcing

• 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

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



Israeli Trends of Outsourcing

• 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 Israeli 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



Israeli 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 (Ma’alot); Ness (EDC); Aman (Tehila)

Offshore: NTS



Israeli Trends of 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%72.0temps



Cheapest “Cost Plus” model

buying PS instead of the capacity

Failure of the business model

NO premium for flexibility & providers’

financing:

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

etc)

Israeli Trends of Professional Services

SourcingModels




Technology is not a

discretionary asset

Shift to discretio

nary cost basis

where possible

Cloud Computi

ng



Cloud Computing Definition

• Cloud computing refers to highly scalable IT resources—SW, CPUs, storage capacity—that are housed outside of company data centers, available on demand over the Internet, & whose usage is measured & billed incrementally.

• In-house clouds mimic those characteristics inside the company firewall but lack the economies of scale of public clouds.

Source: Informationweek

CloudComputing



Cloud Computing Benefits

• No Capital Expenditure but pay-per-use

• Device & location independence

• Performance is monitored 24x7

• Scalability

• Innovation

CloudComputing



• 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 Computing Challenges CloudComputing



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

CloudComputing



Cloud Computing Examples

IAASInfrastructure as a Service

PAASPlatform as a Service

Docs & spreadsheets

Desktop as a Service

SAASSoftware as a Service

CloudComputing



• Cloud computing not widely accepted yet

Reluctance to lose control

• Main areas of increase:

Especially in IaaS area

In some markets SaaS is highly

popular

Cloud Computing Trends CloudComputing

Source : Insight Research Corporation

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



The necessity to evaluate the 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 today’s economic crisis even the most

conservative of people will have to evaluate

the new model

CloudComputing



STKI Recommendation

For Users: to experience in the establishment of Amazon EC2

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

CloudComputing



Pricing

• Use- based charge:• S3 –$0.15c/month per a gig• EC2–pay per use via on demand VMs-

$0.10 VM instance/hour. (Amazon)

Infrastructure Cloud

• 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

Application Cloud

CloudComputing

High costs due to being a monopoly. Cost may go down when new

comers arrive




Financial global crisis forced

better regulations &

risk mng

Increase spend on

IT risk mngt


ERM




DID YOU CONSIDER HIM A RISK IN 2007?

ERM

Bernard Madoff



IT Enterprise Risk Mngt Global Trends 2009

• Global financial crises & increasing number of recent

frauds exposed the need for new

regulations & better enforcement

• General dissatisfaction with poor

corporate governance, regulatory oversight & risk mngt

• Increased org. budget for regulation & risk mngt

ERM

201020092008

75.050.00%50.042.86%35.0Governance & Risk

Management (also BCP)



IT Enterprise Risk Mngt Global Trends 2009

• Risk mngt based on set of approved standards

raises the

level of customers confidence

• Increased standards of regulation & risks mngt

requires more automation

• ITOs seek for solutions that meet regulations at

reasonable cost & with minimal

disruption

In-house methodology ITIL, CobiT, ISO

ERM



Enterprise 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: ROI Budget Schedule

? Risk factors

ERM



Prepare to the Unpredictable

Wall Street crisis

Satyam, Wipro,

Comverse, IBM, Oracle,

Amdocs, Infosys,

Cognizant,

HP firing

Madoff Admits 50 Billion $ Fraud

Banking crisis: Lehman Brothers bankruptcy

Who Can?

9/11

ERM



Improve operational efficiencies

Protect the organization

Better risk mngt

New/ changing regulations

24%

31%

38%

46%

Top Pressers Driving ERM

Source: Aberdeen Group 2008

Top Pressures Driving Enterprise Risk Mngt

ERM



GRC – Governance, Risk & Compliance unify compliance with risk mngt

Balanced risk portfolio, examination of real,

quantifiable costs associated with different

types of IT risks

SOX / Sector regulations compliance

Process development &

procedures establishment based

on set of measurements

Gover

nanc

e

Risk

Compliance

ERM



Current Situation 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 don’t check the level of

enforcement!”

ERM



Governance, Risk & Compliance!

• Need for ongoing effort to comply with regulation

• Firms can no longer afford to approach compliance

as tactical project like meeting the SOX deadline

• GRC technologies move from niche specialist vendors

towards the large systems

ERM



The Growing Interest of SW vendors

• GRC acquisitions 2006: SAP acquired Virsa, ERM SW provider, to bolster SAP’s

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

ERM




Innovation

New busines

s models

Mobile; Social

Networking

Mobile

Upcoming STKI Round Table on Mobile: 06/05/2009



Mobile Phones 2009 Mobile

Mobile EVERYWHERE



The Mobile Revolution is just Begun

• Mobile phones• Smart phones• Pocket PCs• PDAs

Mobile



Mobile Phone - MEGA Trends 2009Private Sector

• 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

TRENDS

Mobile



SMS Messag-ing

39%

Multimedia17%

PIM15%

Voice13%

Browsing8%

Games4%

Productivity1%

Utility4%

Time Allocation per Smartphone Application

Source: Smartphone 360 study Nokia

Voice only 13%!

Mobile



• Increasing complexity & capacity of platforms &

apps

• Multi channel customer interaction

• Employees use their private mobile devices for work

so

expect org. technical support

Therefore , outsourcing for

technical support

M

O

B

I

L

E

TRENDS

MobileMobile Phone - MEGA Trends 2009Business Use



• Constant internet connection

• Digitalized ID

• Video conference through online accounts

• ‘Real’ smart phone – blurring lines between

business & personal use

M

O

B

I

L

E

TRENDS

You won’t need your laptop anymore?!

MobileMobile Phone - MEGA Trends 2009Business & Private Use



When you’re NOT in front of the Computer

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

Mobile



New–generation Mobile Apps:

Mobile Enterprise Mobile Commerce Remote monitoring & control

Location-based, context-aware services (GPS)

Multiplayer, mobile gaming services Mobile ID/key

Voice over Wireless IP

Mobile



Mobile Enterprise – Field Force

• 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

Mobile



Mobile Banking

The use of a mobile phone for financial transactions

Mobile



Mobile Banking

• 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-

time discounts (mall parking, in-shop sale, etc)

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

Mobile



Mobile Commerce

• 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?

Mobile

Martix



Mobile Players in Israel Partial List (alphabetical)

• Bynet (Paybox)• IBM (Lotus mobile)• Matrix (MMIS)• Ness (Sybase)• Netwise (Mintbox) – browsing solution

(Cellerium) – client solution

• One (One1Mobile)• Taldor

Mobile



Social Networking Social Networking

WHAT’S IN IT

FOR MY BUSINESS

?



Why is Social Networking Important?

• ~500 million social network members

• Be where consumers are & where future consumers

will be

• The largest & fastest growing application in the

history of the web

• Social networking extends the marketing reach of

traditional methods :

Communication, Hiring, KM, Public relations, R & D

Social Networking



STKI Group in LinkedIn

InDuring a 2 month period: 483 members from all of the world, tens of online discussions, summit participation approvals

Social Networking



My Blog

Galit Fein’s World

Current Country TotalsFrom 15 Oct 2008 to 16 Feb 2009

Israel (IL) 2,203

Social Networking



Summary

• 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



THANK YOU!

Galit FeinVP & Senior [email protected]

mailto:[email protected]



Capex - Capital Expenditure

Allowed company to

increase their profit

in the yearly report by

to depreciating

the investment

over several years

IT Budget mngt



What is Capex ?

Company‘s physical assets:BUILDINGS Equipment TECHNOLOGY

Capex can include everything from repairing a roof to building a brand new factory

IT Budget mngt



Zero-Based Budgeting

• Bottom Up Budgeting - justification of all expenses must be done every year

• Zero-Based Budgeting is built based on what is needed for the upcoming period

Definition: Investopedia

Instead of History Based Budgeting

IT Budget mngt

it governance / office of the cio - short version - galit stki summit 2009

Business

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