Insightful SAM Framework
Given the expanding number of publishers, the challenges of maintaining expertise, and the need to integrate SAM tools, Software Asset Management is becoming more professional, requiring an efficient organization and robust processes.
Define and implement a structure for Software Asset Management
Poor SAM organization means increased costs and lost productivity. Therefore, since our creation, SAMPRO LICENSE has helped CIOs build effective SAM organizations. How?
Our team has developed a scoring model to analyze the efficiency of your SAM organization and identify risks. Our knowledge of best practices allows us to understand and anticipate your challenges and to support you with decisive and effective change.
CASE STUDY: Global Energy Leader Creates Internal Network of SAM Managers to Optimize Software License Management
How to implement a unified approach to Software Asset Management across a multinational conglomerate?
Problem
Our client had multiple challenges:
| The SAM group had a very limited view of the software usage rights of each subsidiary. | |
| Only 3 out of 25 subsidiaries used SAM tools on a monthly basis. | |
| Each subsidiary independently managed its license purchases and deployments | |
| Server virtualization was widely used across the organization, which added complexity to the calculation of the licenses required. | |
| The organization had no consistent process for SAM. | |
| The subsidiaries needed significant support from the SAM group to standardize processes and optimize licenses. |
Our approach
Our approach was to coordinate all internal SAM stakeholders to obtain a precise vision of the software deployed by each subsidiary. This enabled the SAM group to implement governance, processes and compliance inventories for each of the 25 subsidiaries. SAMPRO LICENSE carried out several actions as part of this engagement:
| Reorganizing a deep but fragmented procurement capability which spanned multiple subsidiaries | |
| Performing four large-scale inventories: IBM, Oracle, VMware and Microsoft | |
| Assessing software deployments and associated risks, both at the corporate level and the subsidiary level | |
| Coordinating more than 50 stakeholders (buyers, lawyers, software asset managers, systems and databases managers, CIOs, etc.) | |
| Creating a cost optimization plan and infrastructure action plan | |
| Strategic and operational monitoring of action plans by subsidiary, with regular reporting and KPIs. |
Results
| Creation of global software asset management governance and process | |
| Precise understanding of usage of software from four major publishers | |
| Education of subsidiaries about software asset management | |
| Implementation and monitoring of a worldwide software license optimization plan | |
| Cash savings, cost avoidance, savings in operating and capital spending | |
| As a result of the optimization plan, the organization avoided 96% of risks related to IBM, 89% of risks related to VMware, and 78% of risks related to Oracle. |
Challenges related to organizing for SAM
The SAM maturity model Designed by SAMPRO LICENSE shows five maturity stages in four focus areas
Focus area |
1. None |
2. Reactive |
3. Active |
4. Proactive |
5. Optimized |
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Processes |
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Tools |
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Audit |
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