The standard also advocates a tier-based approach to allow organizations to adopt ITAM processes that are suitable to the needs and size of the organization. Effective IT Asset Management enables every organization to reduce its risk associated with the over or under buying of software assets both executable and non-executable , but also works to ensure the security of those assets through effective tracking and support of the asset throughout the entire software and IT lifecycle. The standard is also sufficiently broad enough for it to be applied in a variety of technological environments, including cloud-based computing. Organizations rely on software and other IT assets to effectively run their business.
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Snow has been involved with the standard since work began on it in represented by CEO, Axel Kling , and continues to be with both Axel and more recently myself I joined Working Group 21 WG21 , the group responsible for all the standards in the ISO portfolio, late last year just prior to the publication of the edition of the standard as part of the group of volunteers. We encourage the SAM community to support this work by leveraging the material and engaging with the group where appropriate.
It has evolved from the process standard through the tiered standard which helped organizations understand how to build a SAM competency in a structured way, into the current management standard which provides governance-based rather than process-based view of the discipline. OK, so a flight may not have been the best place to attempt to read an ISO standard, but I had very few interruptions or distractions.
So why did it take so long? I was working on hard copy, which is now covered in semi-illegible scribbles. However, a number of these scribbles do relate to how hard it was to read. This is in part due to the copious notes that are attached to each section in some cases there are more notes than body text , and the references to other standards. This new iteration of the standard has in large part been adapted from ISO Asset Management which was itself developed from PAS 55 to provide a management standard for the management of physical assets.
While the alignment and synergies are clear, this does lead to the inclusion of a lot of references that risk disrupting the flow of the document. However, others — such as and risk management may not be familiar. On a positive note, the standard retains the concise bulleted structure that made the previous versions so accessible to software asset managers trying to get a SAM discipline off the ground where other available best practice guidance was overly wordy and detailed, focused on procedures and tasks rather than high-level processes and outcomes.
While shifting the primary focus of from process to governance is a good move to ensure that the necessary mechanisms are in place to support effective SAM — including executive sponsorship, stakeholder buy-in, strategy, policy, plans and reporting — the content of this standard and the documentation it requires for conformance may be overwhelming for many organizations and SAM practitioners for whom getting a basic SAM capability off the ground is a major challenge. Regions English Moldavian.
Benelux: France. Search this site. The bad news — it did take me the best part of 10 hours to fully absorb it. However, it is a pity that the process standard has been retired. I hope that WG21 will consider republishing or updating the process documentation which is a significant and valuable piece of work to provide supporting material for IT asset managers addressing the challenge of building ITAM capability. When reading through the material, make notes and divide requirements and actions into three buckets:.
There are six main sections to the document once the introductory elements and appendices are accounted for:. Understanding the organization: This is about putting ITAM in the context of the business and aligning it to business objectives and stakeholder needs. Planning: this sets out a risk-based approach and is about building ITAM objectives and working out how to achieve them.
Support: this section covers the need to ensure that appropriate resources are in place lack of resource is a key element in ITAM failure , and that internal and external awareness and communications are in place as well as all the relevant documentation. Operation: how ITAM is going to work in practice. Both internal audit and management reviews are highlighted here.
Effective implementation of performance evaluation will make a significant difference to the perception of ITAM. Improvement: how we deal with issues and failures across all levels of ITAM and use the experience to keep making things better. Did you know about the launch of the update to ISO ? If so, have you read it yet, and what do you think about the move to a management standard?
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Revised ISO SAM/ITAM Standard Published
It is WG21 that is responsible for developing, improving and ensuring market needs are met when developing these standards. The objective of the standard is to give organizations of all sizes information and assistance to assist at the risk and cost minimization of ITAM assets. Through implementation, these same organizations will acquire a competitive advantage through:. There are a number of characteristics of IT assets which create additional or more detailed requirements. As a result of these characteristics of IT assets, the management system for IT assets has explicit additional requirements dealing with:.
ISO 19770-1 has had a makeover, but has anyone noticed?
Software Asset Management and Software License Compliance are often confused in many organizations, with neither given adequate attention. Accurate software asset identification, which is vital to both overall SAM and compliance, is such a challenge that it acts as a disincentive to effort. Further, many of the software inventory tools in the market today are only partially successful with software identification reporting — application suites being a particular problem. As a result, many organizations simply accept the risks of non-compliance on the one hand and the costs of over-provisioning on the other.