[Andrea Murschel]

My organization uses the following asset tooling:
– discovery
– asset repository
– acquisition tracker
– physical inventory tools
– disposal tracker
– risk management tools

We could use metering and usage applications to track actual usage and usage levels.

[Andrea Murschel]

The two projects I’d sponsor are the following.
1) Acceptance — because it’s a solid gate before an asset enters the environment and ensures we are managing inaccuracies coming out of delivery
2) Asset ID Tagging — because it supports automation and more efficient inventorying, plus it simplifies tracking of asset movement and repair

[Andrea Murschel]

There’s an opportunity to combine the Rejection template and the RMA template. They have similiar purposes, although the points in time for use are different — rejection generally as an alternate to acceptance during receiving, and RMA at any later point after acceptance. However, the information provided to the vendor is similiar. They could be combined into a single form, executed with a single procedure, as long as the rejection vs return data is properly recorded.

[Andrea Murschel]

The strengths of the Asset Identification Management key process include:
* managing asset performance data in a way that enables tracking activities in other KPAs
* providing unique identifieers that allow for reconciliation and certification of disposal, among other checks
* enabling monitoring of both program and vendor effectiveness

The weaknesses of this key process include:
* the challenge of managing large amounts of essential data
* the challenge of managing many interdependies

One modification that could be made to organizations that operate this key process area is to create standardized routines to share information consistently from Asset ID Management, avoiding management of specialty routines for what are essentially the same data sharing interactions.

[Andrea Murschel]

The key roles of Asset Identification Management include:
* Program Manager — responsible for all of ITAM who develops and oversees this KPA and other processes, ensures the creation and best practice fit of procedures, and produces the policies
* Asset Identification Manager — responsible for this KPA ensuring tagging and management of assets is performed properly and exceptions are managed
* Asset ID personnel — field staff who accept assets and assign unique IDs, as well as performing communications to stakeholders of asset status change

Another key stakeholder to the Asset ID KPA in a large organization may be an asset class owner who is an SME in a specific class of assets and makes or participates in decisions about which specific assets should be managed and how best to label them.

[Andrea Murschel]

In large organizations with millions of assets, challenges for implementing or improving a formal Asset Identification Management process include:
* deciding which specific items to manage as assets
* consistently managing rejections, non-receipts and other exceptions
* federating asset ID personnel into other non-ITAM teams by geography and/or technology type

[Andrea Murschel]

Key dependencies for the Asset Identification Management key process area include:
1) input from the Acquisition Management KPA of the asset itself that enables Asset ID’s physical tagging
2) output to the Documentation Management KPA of the relationship among the asset, the asset identifier, and its documentation through out the asset lifecycle
3) output to the Compliance Management KPA of the asset identifier and its management data in support of audit activities
4) output to the Financial Management KPA of the asset identifier and its management data in support of cost and value management down to the level of individual assets

Additional dependencies for the Asset ID KPA include:
* output to the Acquisition Management, Communications and Education Management, and Disposal Management KPAs of the asset identifier for use in those KPAs activities
* output to the Policy Management KPA of the asset identifier for purposes of associating the asset to the policy scope and rules
* output to the Vendor Management KPA of the asset identifier and its management data in support of vendor evaluation

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