A greater man than I once confessed, “I profess both to learn and to teach anatomy, not from books but from dissections; not from positions of philosophers but from the fabric of nature.”
I’ve been a bad, bad boy! It’s true, under this calm exterior lurks the phantom of a former life – the menace of a pseudo-accountant who valued IT by counting the nuts and bolts.
In an ideal world, we’d always have sufficient resources to do whatever needs to be done in IT. In the real world, we know this is rarely the case. More often, we find ourselves trying to do more with less – be it time, staff, budget, or all of the above. This, added to the fact that we often lack sufficient data to prove to leadership and customers that their precious resources should be spent on yet another new IT initiative, poses a formidable challenge to getting the work done.
One of the challenges faced by many when executing Financial Management of IT services is figuring out how to categorize shared services. Take a VMware Cluster, for instance; Where do its associated costs go? Should they be allocated directly to the services utilizing it? Should we create a large infrastructure service for them? Where exactly do these types of things fit?