Incentivizing 技术现代化: TBM for Today’s IT Financial Management

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The Benefits of 技术采用

Modernizing technology is a common and ongoing challenge for many organizations. It is difficult to incorporate innovative new tools into the daily run, grow and transform activities of an enterprise IT environment. 可以在严格的技术业务管理(TBM)计划中找到一个有前途的解决方案,该计划有效地推动组织的技术服务向前发展.  

Disciplined IT cost management and cost allocation are integral to a strong TBM practice, 然而,它也是必不可少的 proactively manage the value of existing IT services and, 同时, enable the business to modernize its technology. 实现这一目标的一种方法是激励您的技术消费者(或员工)采用同样对业务最有利的服务. 这将使一个组织的TBM实践超越IT成本管理,进入IT价值管理. 

Enterprise users consume a defined set of IT services that are to be expensed and recovered. 随着时间的推移, this set of services changes based on the organization’s technology roadmap, which is influenced and adjusted by executive leadership, 市场和产业运动, external providers and consultants, and often just pure innovation over time. e尊国际经常遇到包含大量遗留服务的客户服务目录,这些遗留服务导致了技术债务的累积和创新的停滞. 这里的挑战是激励企业中的技术消费者根据路线图进行调整和转移. A TBM practice that implements transparency, in both financial and operational terms, 随着技术路线图的发展,是否可以鼓励员工迁移到现代化的服务和系统.

TBM实践的一个目标应该是在其服务目录中启用并支持IT服务的动态加载和退出. When this happens and employees are incentivized to use them, we see an increase in organizational adaptability.  

激励的好处

TBM-Service-Incentivization-1An effective incentivization system offers several benefits. 第一个, 激励计划帮助组织及其技术消费者跟上技术现代化的快速步伐. 改进的技术采用创建了更大的组织敏捷性,并为组织提供了明确的竞争优势. 

Preventing and minimizing technical debt are other positive outcomes of incentivization. 技术债务对于企业来说是难以克服的,因为用户往往抗拒改变, 一个组织等待的时间越长,转向现代化技术就会变得越困难. 通过TBM进行激励可以更容易地识别遗留技术及其财务风险. 一个企业如果不鼓励员工使用更新的技术,就缺乏对使用指标和改变动力的可见性. But if it brings in new services, governs them through a TBM practice and incents employees to adopt them, it can more easily analyze the forces that influence or counter-influence change.  

 

TBM-Service-Incentivization-2

 

The Mechanics of Incentivization

使用典型的TBM框架, 该企业将根据服务的复杂性分配费率,并根据消费细节收费. The portrayal of these costs is called “showback,” and the recovery of these costs is called “chargeback.” Most organizations are purely focused on showing and charging back costs that are realized. In other words, the framework doesn’t account for unseen costs. 通常,服务目录中服务的无形成本与技术债务有关. 

TBM-Service-Incentivization-3技术债务, 从服务的角度来看, is the inflated cost of running a service that is considered obsolete or legacy; it assumes technology that enables legacy services will cost more to run. 随着时间的推移, it can become more costly and difficult to move consumers from legacy services to more modern ones. 建筑, 回顾和更新TBM服务目录中的费率,以反映技术债务,这有助于鼓励人们远离遗留服务. 

然后, by using data about who is consuming what service and technology, which is a fundamental to accurate showback and chargeback as part of a TBM program, IT领导者可以平衡消费和服务价值与技术债务,并向消费者展示遗留技术的成本. 研究表明,这种费率激励最终会导致技术采用的持续进步.  

价格乘以数量(P*Q)是收费和回收服务成本的标准方法. With this idea, a price or rate is set for each service and the quantity of the consumed service. As technology and platforms advance and services change, 组织可以使用他们的TBM计划,通过对旧服务收取高费率来激励行为. 例如, 组织可以对遗留服务收取更高的费用,以使使用新服务更有吸引力. e尊国际的目标是将消费者从旧技术转移出去,因为支持旧技术的总体成本更高,而且涉及的复杂性也更高. 

Moving an Organization to New Technology

TBM计划还可以创造并提供回扣,以便在入职后支付给后续服务. 无论哪种方式, e尊国际的目标是建立一种财务机制,这种机制可以在有继任者的情况下解释遗留服务的老化问题, and 2) incents the service consumers to stay on the latest and greatest service. 这两个方面可以帮助构建更准确的服务总拥有成本(TCO),并识别组织中需要迁移到新平台的掉队者.  

Let’s say an organization offers virtual machines, 很明显,构建在虚拟机上的应用程序可以被重新设计为运行在容器上. To keep the organization moving to the newer architecture, 它希望通过提高使用虚拟机的比率和降低在容器上运行的比率来激励那些业务应用程序所有者从虚拟机迁移到容器. The organization also reaps the inherent benefits of the newer technology (i.e., better resiliency and easier application porting). 自然, as more consumers of the older service migrate onto the newer service, the higher the cost for the legacy service consumers. 

工作中的TBM框架

The TBM framework calls for managing IT like a business. As more organizations seek ways to bring value to customers, 激励是不断提高技术价值、推动企业发展的有效途径. 使用建立在IT财务管理和TBM实践上的激励系统可以影响消费行为,并创建更准确的TCO. 

e尊国际游戏鼓励组织利用良好的TBM实践的力量来帮助理解IT的真正成本和价值. 这个实践应该包括一个IT服务目录,这些服务在本质上不是固定的,而是旨在支持和促进组织的能力,以推进并利用最新和最伟大的技术. 

关于作者

Jason is a Senior Consultant with e尊国际游戏. He has hands-on experience with public cloud platforms and architecture. 贾森还拥有IT财务管理经验,并持有各种行业认可的TBM证书.

瑞安·卡尔霍恩 is an Analyst in e尊国际游戏 Digital 策略 and 解决方案.

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