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Software Asset Management
Centralised Software Purchasing - How: Part Two
Elizabeth Sherwin
ASAMA
Part of the fulfilment of the software request process is to ensure all the
appropriate records associated with the software purchase are checked, recorded and filed in a location
that is known and accessible to approved staff. For organisations that have SAM technology system, high
level details that are required on a fairly regular basis should be recorded into this SAM technology
system, with detail records held in the organisations record management system. This approach to record
keeping will be invaluable in demonstrating the organisations software entitlements. Software vendors are
more likely to want to audit organisations with poor software licensing entitlement records, than
organisations that have good software licensing entitlement records. This approach to record keeping will
also contribute to good work practices in paying attention to detail for other SAM processes and
procedures.
There is a requirement to be able
to identify software that can be reused. This capability can save the organisation a lot of money for
commonly requested software products. Usually this is appropriate to software that uses the installation
licence model and for software that uses the named user licence model. To do this there needs to be a good
understanding of the terms and conditions of the licensing model. Any reuse of software must be compliant to
the terms and conditions of the licensing model. For a installation software licence, there will be a need
to be able to remove the installation of software, this is usually done by scripts. For a named users
software licence, there will be a need, to have very good access control processes and management of the
access control mechanisms to the software, usually this will be done by active directory
groups.
Communicating the changes to the
software purchasing delegations is a key requirement to undertake. Communication should include the business
reasons for the changes, what will be the new process for software purchases and what is the expected
service level that people can expect from the new process in purchasing software. Communication should be a
continual processes and should be across a number of well established communication channels. The
communication style and approach should constantly vary, to keep it looking fresh and to attract interest.
Major achievements should be communicated to demonstrate that the changes have been better for the
organisation, if not for the individual.
There should be a compliance
program implemented to monitor and take action on who is exercising the software purchasing delegations.
This compliance program should be well known by all staff, as it will provide an incentive for staff to
comply to the new centralised software request process.
This article on how an
organisation could centralise software purchases has covered some of the issues that fall within this
subject. There are a number of additional requirements and strategies on this subject. More in-depth
information will become available in the topic specific articles and in-depth information
articles.
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