Prior to performing the value analysis, the prevailing thought was to track all assets, for all reasons, and to solve all known problems—not an uncommon thought when an ITAM program is initially forming. After the analysis, the potential cost takeout was so compelling that the stakeholders were in lock-step agreement that the program was going to be laser-focused on delivering the agreed-upon value points. Furthermore, the leadership team became genuinely excited about the program. The focus that resulted from the value analysis had the following effects:
- Instead of tracking all assets, only distributed computers were tracked, since those are the only assets that need to be tracked to deliver on the identified value points.
- Instead of attempting to apply asset management to data centers, telecom, and the entire enterprise, only the portion of the enterprise where the value existed was addressed. This reduced the scope by half and the complexity by roughly 80%.
- Instead...