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Because 2025 is just around the corner, deciding on a computer needs to happen so the lease can be executed and we can get the beginning stages of collecting old laptops and deploying new ones started.
If these two projects do not get completed, we are at risk for the full cost of the assets beyond the lease until they are returned which can be thousands of dollars along with risk of reduced productivity if current computers break down and cannot be repaired since they were due for return to the leasing company.
The two questions we could improve on are regarding the hardware and software formal RFP process. Currently, there is only a process for certain things, such as the computers we lease and the big ticket software such as who we purchase the Microsoft suite from. By expanding these RFP’s even to things like keyboards or webcams, we could potentially save money by allowing other vendors to bounce off each other price wise. It would also keep vendors honest over time knowing at any point business could be shifted to another company
My organization uses Discovery tools, Metering tools, repositories, and we are implementing a more effective physical inventory tool. We do not currently use a disposal software but we are in large need of one – it is actually a project I am working on so that we can be properly disposing going forwards
Two projects I could sponsor as the ITAM manager is the picking of our new laptop and the rollout of said laptop in 2025. These are highest priority because our lease ends on them in 2025 so we have to get the old ones back and deploy out the new ones.
I don’t think that any interaction should be removed as they all work together for the overall program but I think that communication and education could be added in the workflow area – more the education than communication as that happens naturally within the process. Educating others of why we are acquiring certain things based on a request can be helpful in making future decisions as time goes on and maybe management changes.
Another key stakeholder in all of our asset processes is our tech team that is the boots on the ground and is in charge of checking things in and out to the users within our organization. These individuals are in charge of getting things to the right people once they have been delivered so they also need to be aware of what has been ordered and what is coming their way for deployment.
While our ITAM program is still pretty new to my organization, our acquisition process is pretty put together. Some challenges to improving it is a lack of staff to ensure that everyone understands why certain things are done certain ways and why we are implementing policies – our communication and education (mostly education) could use a helping hand and that could be a large challenge.
I think that while all of the KPA’s have important dependencies, the most important are Asset Identification and Documentation management. These two are most important because they tell us who has what asset and for what period of time through its life within the organization while documentation management gives us important information upon its acquisition that will be used past its disposal.
