Upravljanje IT budžetom

Informacijski management
doc. dr. sc. Darko E5nger
The budgeting process
The budgeting process assigns specific amounts of money to specific
departments within a company for a single period of time called a
“fiscal year.”
The budgeting process begins two to three months before the start of
the fiscal year. At this point, you begin to develop your first draft of the
budget, estimating the amount of money you plan to spend during the
upcoming 12 months. You prepare this budget based on the past year’s
spending as well as factoring in future plans and expectations such as
growth, consolidation, new initiatives and projects, etc.
Possible Budget Items (1/3)
Personnel - Staff compensa0on (salaries, over0me, bonuses, etc.),
Benefits, Recrui0ng (agencies, ads, etc.), Bonuses/over0me,
Educa0on/training, Consultants/temporary help

Hardware – Upgrades, Maintenance and support, New equipment,

Leases/rentals, Replacement components

SoLware - New soLware (applica0ons, opera0ng system, u0li0es, etc.),

Vendor maintenance and support, Upgrades, Licence renewals
Possible Budget Items (2/3)
Telecommunication Services - Service fees for handheld devices, cell
phones, and tablets, Telco lines (point-to-point, MPLS, voice-trunks,
ISDN, etc.), ISP connections and services

Supplies - Printer consumables (paper, toner), Backup tapes,

Miscellaneous hardware items (keyboards, mice, flash-drives, cables,
etc.), Basic office supplies

Travel and Entertainment – Conferences, Off-site travel to branch

offices and new sites, Lunches and dinners for staff working late or
through the weekend
Possible Budget Items (3/3)
Miscellaneous - Books and subscriptions, Membership dues for professional
organizations, Postage, Duplication

Physical Plant - Data center services (cabinets, raised-floor, HVAC, electrical),

Cabling (fiber and copper), Furniture

Outside Services - Disaster recovery, Off-site tape storage, Service bureaus,

Consultants, Service providers (Web hosting, application providers, services
in the cloud, etc.)

Overhead - Rent, Utilities

Chargebacks
In some companies, the budget for IT is used for all technology costs.
In other cases, each department must budget for the technology it
buys, such as computers and printers, as well as for specific projects
and applica<ons.
Some<mes IT’s budget for items used across all departments (IT staff,
servers, Internet connec<ons) is prorated and charged back to each
department.
These are commonly called “chargebacks.”
Budget review
– getting approval and defending your budget

Estimating and Overestimating your numbers

– zaštita u slučaju krive procjene, izvanrednih troškova…

During the Year - Tracking and Revising Your Budget

THE DIFFERENCE BETWEEN CAPITAL
EXPENDITURES AND OPERATING
EXPENSE ITEMS

CAPEX vs OPEX
Other budgeting factors to consider
Growth of your department’s workload
Technological change
Staff
So;ware maintenance
Hardware maintenance
Managing vendors (1/3)
Purchasing IT equipment has become more complicated as time has
passed. The reasons for this complexity are because the players have
changed, the metrics have changed, the information changes quickly
(new versions no longer come out only once a year), and the sources
for purchasing items have changed (nobody sends you catalogs in the
mail anymore).
As an IT Manager, you will be buying a lot of hardware and software.
You have a complex matrix of responsibilities that includes saving
money for your company, getting the right resources to make the
projects work, giving your employees the right tools, and meeting a
series of overlapping deadlines that occasionally seem hopeless.
Managing vendors (2/3)
• Establish a Rela,onship
• Help Your Vendors
• Request for Proposals
• In many cases you know exactly what you want and you just want to order it, which is more oBen
the case with purchasing specific hardware and soBware. In other cases, there may be special
requirements. These can include things like installa,on, setup, configuring, and custom coding,
etc. Or, you may have special needs, such as the work can be performed only aBer hours.
• In these cases you would prepare a Request for Proposal (RFP) or Request for Quota,on (RFQ). An
RFP is essen,ally a document detailing your requirements and asking specific ques,ons. RFPs can
be a single page in length or run up to 50 pages or more. They vary depending on the scope of the
project and the number of concerns you have. They are an excellent way of ensuring that both you
and your vendor(s) are on the exact same page as to what is expected, what’s provided, what the
costs are, and so on.
• Similar to an RFP is a Request for Informa,on (RFI). An RFI is generally used to gather preliminary
informa,on about a vendor in order to see if they meet some basic requirements. The RFI helps
narrow down the list of vendors that would get the RFP. For example, you may want to use an RFI
to ensure that the vendor has a minimum amount of experience in a certain area, has a global
presence, or has the sort of products and services you are looking for. Of course, you can ask RFI-
type ques,ons in an RFP, but there’s no point in making a vendor fill out a lengthy RFP only to find
out that they don’t meet your minimal requirements.
Managing vendors (3/3)
• Get multiple bids
• Set up a trial
• Reviewing Contracts with Vendors
• Evaluating Alternatives
Set up a MATRIX
There is a rela*vely standard set of metrics you can use to evaluate most
technology products. Typical evalua*on matrices include:
• Func*onality
• Price
• Performance
• Vendor viability
• Training required
• Vendor services
• Scalability
• Support and service
• Interoperability
• Product’s posi*on in the market
OUTSOURCING AND OFFSHORING