IT Asset Management

IT Asset Management: A Pocket Survival Guide

Copyright Date: 2011
Published by: IT Governance Publishing
Pages: 52
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  • Book Info
    IT Asset Management
    Book Description:

    Quick reference style guide, addressing such serious issues with a fresh and pragmatic approach. Aimed at IT professionals who have been tasked with putting in place Asset Management disciplines, it first provides a commonsense introduction to the key processes outlined in the Information Technology Infrastructure Library (ITIL®), before proceeding to explain the various milestones of an Asset Management project.

    eISBN: 978-1-84928-293-2
    Subjects: Technology
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Table of Contents

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  1. Front Matter (pp. 1-4)
  2. ABOUT THE AUTHOR (pp. 5-5)
  4. Table of Contents (pp. 7-7)
  5. INTRODUCTION (pp. 8-11)

    A number of years ago, there was a great panic in the world of computing, IT and electronics. The fact that the world was about to enter a new millennium sent ‘experts’ dashing and chasing in all directions, spreading the word that any electronic device that was in use relied on time and date information and, as such, was unlikely to continue working as soon as the clocks struck midnight on 1st January 2000. For many, this would mean an opportunity to sell their services – some at greatly inflated prices, due to the ever-increasing levels of distress that this...

  6. CHAPTER 1: OPERATIONAL CHAOS? (pp. 12-18)

    How can I get better visibility of my IT environment?

    How do I reduce the number of major outages that keep happening?

    Do I need to reinvent the wheel just for my organisation?

    So, as mentioned in the introduction to this guide, I reckon it’s a fairly safe bet that if you are reading this book then you feel that you have some issues that you need to sort out with regards to your IT infrastructure and the management of that environment, and possibly that you think those problems are linked to a lack of information, structure or control.



    How do I set the best scope, range and remit for my project?

    Is this project going to have any impact on my organisation?

    How do I make sure that the project doesn’t run out of steam?

    So, having been forced to consider how we missed our major opportunity to prevent our current predicament way back at the turn of the century, and also having taken a look at the situation that we may now find ourselves in, how do we consider moving forward and getting our house in order?

    Well, first be assured that investment in an Asset Management...

  8. CHAPTER 3: KEEPING IT FRESH (pp. 24-26)

    How do I find the best place to start?

    How do I keep my customers on my side?

    How do I manage changes, such as additions and removals?

    When it comes to interacting with end-users, remember that they often need little excuse to blame the tools that they have been given to carry out their role, and their perception of having out-of-date or underpowered equipment is sometimes enough alone to increase the volume of calls to your support desk. Whilst there may be situations where using old equipment to carry out a specific task within your infrastructure is appropriate, when...

  9. CHAPTER 4: LICENSED TO BILL (pp. 27-32)

    What do I do if I’m told software licence compliance is a priority?

    The last thing I want is to have to pay a huge bill, but will it be worth the effort?

    There’s a great quote from the author Rudyard Kipling which starts:

    ‘If you can keep your head when all about you are losing theirs and blaming it on you …’

    The point of the quote is to suggest that keeping yourself calm in a situation where you are surrounded by chaos means that you have a level of maturity beyond that of most people. I much prefer...


    Understanding the strategic direction of your organisation and how your project will benefit it

    Finding a project sponsor at an appropriate level in your organisation

    Keeping your project sponsor informed and on board.

    As with any project that involves making changes to a process in relation to a best practice standard, one of the greatest risks could be seen as a lack of senior management buy-in. Put in simple terms: even if you have the greatest will and perseverance in the world and the determination to see your Asset Management project through to the end, it may still all come...


    Enforcing control without losing your customers’ good will

    Defining standards that work for your customers

    Maintaining control against customer resistance.

    Who was it that once said, ‘The customer is always right!’? I’m not sure if anyone would be brave enough to own up to being the first to make that statement, but I reckon they never had to deal with your customers, right?

    I much prefer the idea that the customer may think that they are always right but, in truth, they are sometimes misguided, often ill informed and, I’m fairly sure, regularly doing things just to mess up your...


    Making decisions based on someone else’s timescales, priorities or demands

    Making sure you have the best tools to do the job

    Making sure you have resources to complete the project.

    There is a great notice that I have seen many a time on employees’ desks. It usually says something like:

    ‘Please remember that a lack of planning on your part does not automatically constitute an emergency on mine!’

    Whilst this statement is usually meant as a light hearted, ‘Don’t bother me, I’m too busy’ message, there is an underlying truth in the statement – one that you will be aware...

  13. CHAPTER 8: STICKING TO THE PLAN (pp. 48-49)

    In closing, there are a number of phrases that I would like to leave with you that illustrate how important it is that, having started your project, you see it through to the end.

    ‘Even the longest journey starts with the first step.’

    It is important that, once you have identified the need to run an IT Asset Management project – either by identifying an issue that needs to be resolved or savings that could be made – you go ahead and start an IT Asset Management project. But, in starting your project, do not underestimate the number of times...

  14. ITG RESOURCES (pp. 50-52)


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