1. The IT Budgeting Process
Chapter 9
The IT Budgeting Process
© 2015 Pearson Education, Inc.  Publishing as Prentice Hall

2. IT Budgeting Five steps IT budgeting, 1:06 Case:
TimeForge ( is a Lubbock based start-up company. It is to adopt big data technology for the tasks of fraud detection, loss prevention, and item level forecasting.
How much will be budgeted for the project?
Which combination of IT will be adopted?
What equipment will be procured?
How many people will be hired?
For sure, a business plan will be developed.
This is the type of Strategic Investment
©2015

3. Factors affecting budgeting
Which combination of IT will be adopted?
Platform: Hadoop or SQL Server?
Tools: SAS, R or Python?
What IT equipment will be procured?
In-house, outsourcing, or partnership?
How many people will be hired?
Data analyst, statistician, software engineer, or
Given the celling of $10,000/month budget (operations costs) and one time investment of $30,000 (strategic investment),
How the budge will look like?
Could it meet the need from the big data demand?
Shall the increased revenue be greater than the extra investment into IT?
©2015

4. IT Budgets IT Budgeting Process, 3:07 Problems Takes too long.
Process may be disconnected from the business objectives.
Rigid adherence to annual plans may inhibit responsibility for performance.
May inhibit the business needs to be flexible.

5. Functional IT budgets
Used by IT managers as spending plans and are based on: -- Operations costs -- Strategic investment

6. Fiscal IT budget (i.e., those prepared for the CFO)
-- Capital expenditures – consist of large expenses spread over multiple years. -- Operating Expenses – consist of the annual costs of running the business.

7. The IT Budget and Planning Process
What is budgeting and planning, 5:59

8. Capital budgets
IT Expenditures that may be capitalized include: -- Project development -- Infrastructure -- Consulting fees -- Major technology purchases

9. IT Budgeting Categories
Operations costs:
-- Costs to “Keep the Lights On”.
-- Includes maintenance costs, computing and peripheral functions, in-house support and outsourced support.
-- May include operating and capital costs.

10. IT Budgeting Categories (continued)
Strategic investment:
-- Consists of “New” technology spending. -- May include business improvement initiatives, business- enabling initiatives to transform company operations or new technology business opportunity projects. -- May be classified as capital or operating costs.

11. Economic Issues
The Economics of IT Budget Allocation - Economics of I.T. (Part 1), 7:09
The Economics of IT Budget Allocation - Economics of I.T. (Part 2), 5:57
Cost allocation
-- The process of allocating IT costs to others’ budgets. -- Allocation may be based upon a formula using factors such as size of business unit, prior year spending, or percentage of use of IT services. -- May lead to artificiality in allocating development resources.

12. Importance: Fiscal Discipline
“IT Costs too Much”.
Demonstrating the realities of business finance has become a significant part of IT leadership.
IT budgets may be used to limit or manage demand.
Used to hold IT leadership accountable for what it spends.

13. Importance: Strategic Implementation
Budgets link long-term goals to short- term execution through the allocation of resources.
Where IT dollars are spent can impact corporate performance.
How discretionary IT dollars are spent impacts project outcomes.
The budget process reinforces strategic decision making.

14. Corporate processes
-- Establish corporate fiscal policy. -- Establish strategic goals. -- Set IT spending levels.

15. Factors that Affect IT Spending Levels
External factors
Number of competitors
Uncertainty
Diversification of products and services
Internal factors
Affordability
Growth
Previous year’s spending

16. IT Processes
Set functional IT budget – determine what is spent on IT operations and strategic investment.
Set the fiscal IT budget – transform the functional IT budget into operating and capital spending categories.

17. IT Budgeting Practices that Deliver Value
Appoint an IT finance specialist
Use budgeting tools and methodologies
Separate operations from innovation
Adopt enterprise funding models
Adopt rolling budget cycles

18. Conclusion
The IT budget process can be a critical lynchpin between many different stakeholders: finance, business units, corporate strategy, and IT.
IT budgets play a key role in implementing strategy and controlling costs.

19. Managing IT-Based Risk
Chapter 10
Managing IT-Based Risk
© 2015 Pearson Education, Inc.  Publishing as Prentice Hall

20. IT Risk Management Risk management, 4:58 The five IT risks, 3:05
Incidents
Harm constituencies both within and outside companies.
Damage corporate reputations.
Dampens an organization’s ability to compete.

21. A Holistic View of IT-Based Risk
INTERFERENCE
CRIMINAL
Legal/ Hazards Third
Regulatory Parties
External Risk
Operations Information Systems Development
People Processes Culture Controls
Governance
Internal Risk
ENTERPRISE
RISK
Figure 10.1 A Holistic View of IT-based Risk

22. Sources of External Risks
Third parties (i.e., partners, software vendors, service providers, suppliers, customers).
Hazards (i.e., disasters, pandemics, geopolitical upheavals).
Legal and regulatory issues (i.e., failure to adhere to the laws and regulations).

23. Sources of Internal Risks
Information risks (i.e., privacy, quality, accuracy, and protection).
People risks (i.e., poorly designed business process, failure to adapt business processes).
Cultural risks (i.e., risk aversion and lack or risk awareness).
Control (i.e., ineffective controls).
Governance (i.e., ineffective structure, roles).

24. Criminal Risks Come From:
Viruses
Computer Virus, 5:08
Antivirus & Internet security, 2:38
Hackers
Organized crime
Industrial spies
Terrorists

25. Holistic Risk Management (RM): A Portrait
Focus on what’s important
Expect changes over time
View risk from multiple levels and perspectives

26. A Risk Management Framework
The goal of a risk management framework (RMF) is to ensure that the right risks are being addresses at the right levels.
The RMF guides the development of risk policies and integrates appropriate risk standards and processes into existing practices (e.g., the SDLC).

27. A Basic Risk Management Framework Includes:
Risk category
Policies and standards
Risk type
Risk ownership
Risk mitigation
Risk reporting and monitoring

28. Actions to Improve RM Capabilities
Look beyond technical risk
Develop a common language of risk
Simplify the presentation
Right size
Standardize the technology base
Rehearse
Clarify roles and responsibilities
Automate where appropriate
Educate and communicate

29. Conclusion
IT risk is involved in many types of business risks and therefore should be managed holistically.
An integrated risk management framework helps organizations understand risk and make better decisions associated with it.