Software Asset Management Topic Specific
Find the latest
information about implementing and maturing your Software Asset Management (SAM) program right here. ASAMA
articles cover all aspects of a holistic SAM implementation. The list of articles will continue to grow over
time and the subject areas will be across the broad scope of Software Asset Management and
they will provide detailed information in the specific subject they are written
for. The list of articles below are
available for ASAMA members. To become a member just fill out the form at this membership link. You will
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People are key enablers of a Software
Asset Management (SAM) program and they should be engaged and used effectively in a SAM program. If they are not
effectively engaged they can have the opposite effect on your SAM program and cause issues
that can detract or disable your program. In your organisation there are a number of different teams
that are critical to a SAM program, all of these teams need to be identified and utilised in an effective and
effective manner, to ensure their positive contribution to your SAM program.
Processes are another key enabler for
the SAM lifecycle. When implementing a process the most important aspect is the completeness and accuracy of the
data they use and create. SAM has both independent processes like software procurement and shared ICT process
like Change and Release Management. Although the outcomes of each are very different, the successful
implementation of all processes will provide that enduring framework to your SAM program.
Technology is not limited to the
discovery, integration and automation of SAM data running on a network. These are the starting blocks of a SAM
implementation, but to mature consideration needs to be placed on how technology and data are related, where and
how is data stored, who has permissions, how long is it kept and how to we verify and mine the data technology
brings back. Technology enables accuracy and completeness when implemented correctly, if incomplete it can
create a false sense of SAM maturity. Incomplete or incorrect data could be uncovered at the most inopportune
time, for example during an audit.
The communication of SAM is very
important. Communication enables a constant delivery of information that is design to engage others in
developing and supporting your SAM program. Communication content includes both new information and the
reinforcement of existing messages. Communication needs to occur both internally and externally to your
organisation, this includes industry as they can play a integral role across SAM and should be considered within
any communications approach.
Governance is a mandatory function
that needs to be implemented across the entire SAM program. It is required to ensure that there is the
appropriate level of data security, record keeping, monitoring, reporting, probity and financial control. This
provides SAM a consistent management approach, cohesive policies, responsibilities, accountabilities, guidance
Planning & Reporting
Planning and Reporting support the
creation and then momentum of a SAM program. Planning is important as it sets goals both short and long term,
priorities and enables executive support for the activities that will take place. Reporting enables you to sell
the benefits of the program throughout the journey. Benefits need to cover financial, compliance and other
business benefits for your organisation.
Data is the core to the success of any
SAM Program. As identified in ISO 19770-1:2012 Data is the core of SAM. There are three key requirements for
data; completeness, accuracy and defend ability. Your organisation must implement and maintain controls over the
data and the environment it is sourced from. Control measures must be implemented to develop, implement,
maintain and to archive data. Data is influenced and shaped from the other disciplines of the SAM program, these
being: People, Process, Technology, Reporting, Communication and Governance.
Models & Maturity
Without models and a measured approach to
assessing maturity an organisation can not ensure it is making improvements over time. A well defined SAM model
provides the scope and definition of what will be implemented. This together with a clear defined way of measuring
progress ensures the continuing success and maturing of the SAM implementation across your organisation. There are
different approaches to implementing and measuring the different aspects of your SAM program.
Software vendors are in the market for
one reason, profits. To deliver the business outcomes your organisation is trying to achieve it is important to
understand what motivates the vendors you are dealing with. Reporting quarters, sales targets, or future growth
within your organisation are all examples of levers you can use when dealing with a vendor. Remember you want to
execute a deal on your terms, don't be sold on the extra set of steak knives.