1. SAM Optimization Model
Partner Guide Presentation
June version 7b 1

2. Presentation Overview
SAM Optimization Model (SOM) Definitions 3
SOM Review Methodology 18
SOM Review Deliverables 25
Appendix : Example Deliverables and Templates 28 2

3. SAM Optimization Model Definitions3

4. SAM Optimization Model
Basic SAM
Ad Hoc
Standardized SAM
Tracking Assets
Rationalized SAM
Active Management
Dynamic SAM
Optimized
Little control over what IT assets are being used and where
Lacks policies, procedures, resources, and tools.
SAM processes exist as well as tool/data repository. Information may not be complete and accurate and typically not used for decision making.
Vision, policies, procedures, and tools are used to manage IT S/W asset lifecycle. Reliable information used to manage the assets to business targets.
Near real-time alignment with changing business needs.
SAM is a strategic asset to overall business objectives 4

5. SAM Optimization Model Tipping Point KPIs
Basic SAM
Ad Hoc
Standardized SAM
Tracking Assets
Rationalized SAM
Active Management
Dynamic SAM
Optimized
A representative with direct managerial responsibility for SAM has been identified for each infrastructure group within the organization.
Software tracking procedures have been formally documented and approved by stakeholders. SAM procedures are implemented throughout all infrastructure groups in the organization.
Senior executives have demonstrated that SAM is a top priority for the organization. All infrastructure groups in the organization use formally documented SAM procedures and have assigned resources that use a SAM system for tracking inventories.
A SAM self-improvement plan has been defined with scope, schedule and has an approved budget.
A SAM self-improvement plan has defined scope, schedule, assigned recourses and is based on continuing the improvement established after the previous self-improvement plan.
Continuous improvement SAM maturity processes are implemented to support a flexible controlled environment.
The percentage is not tracked but is between 68% to 95%
The percentage is tracked and is between 96% to 99%
The percentage is tracked and is greater than 99%. Exceptions are continuously decreasing.
Reconciliation is done annually
Reconciliation is done quarterly
Reconciliation is done continuously.
The percentage is tracked and is between 96 to 99%
Deployment and entitlement reconciliation is done annually
Deployment and entitlement reconciliation is done quarterly
Deployment and entitlement reconciliation is done continuously.
Individual software and hardware inventories are used by each function
A federated system is used which combines and/or reconciles individual inventories. Procedures are documented with assigned roles and responsibilities for stakeholders.
A single inventory/CMDB is used by all Operations Management functions in the organization. Formally documented procedures continually evolve with the organization.
The percentage is tracked and is between 96% to 99%. Procedures are documented with assigned roles and responsibilities for stakeholders.
The percentage is tracked and is greater than 99%. Exceptions are continuously decreasing. Formally documented procedures continually evolve with the organization.
Software on retired hardware is tracked and available for reuse; the percentage is between 96% to 99%. Procedures are documented with assigned roles and responsibilities for stakeholders. 5

6. SAM Optimization Model Competencies
ISO
Key Competency
Competency Question
Organizational Management
SAM throughout Organization
How has software asset management (with documented procedures, roles, responsibilities and executive sponsorship) been implemented in each infrastructure group?
SAM Self Improvement Plan
Does your organization have an approved SAM self improvement plan?
SAM Core - Inventory
Hardware and Software Inventory
What percentage of user PCs and servers are included in a centralized software inventory/CMDB (configuration management database); which is populated by a software tracking tool?
Accuracy of Inventory
How often do you reconcile software inventories with other sources to verify accuracy of assumed license metrics (for example user counts based on HR employee records.)?
SAM Core - Verification
License Entitlement Records
What percentage of procured software licenses are recorded in a license entitlement inventory (a central repository/tracking of all licenses owned and/or previously acquired)?
Periodic
Self Evaluation
How often do you reconcile software deployments (usage) to software entitlements (purchases)? Software entitlements are software licenses owned or previously acquired.
SAM Core -Operations management and interfaces
Operations Management records interfaces
How do the various Operations Management functions (contracts, financial fixed assets, service support, security, networking) use software and hardware inventories in their daily roles?
Lifecycle Process Interfaces
Acquisition Process
What percentage of total software purchases in your organization are made through or are controlled and tracked by centralized procurement?
Deployment Process
What percentage of total software deployed across organization's PCs and servers (considering all operating systems) is installed through centralized sources or through a controlled distribution environment?
Retirement Process
What percentage of retired hardware assets are tracked in a way to enable the software on them to be reused?
* Additional SOM scorecard details are available to assist with objective testing. 6

7. Key Performance Indicators for each SAM Competency
Key Competency
Basic
Standardized
Rationalized
Dynamic
SAM throughout Organization
SAM roles and responsibilities are not defined. Software tracking is not implemented throughout the organization (in every infrastructure group).
A representative with direct managerial responsibility for SAM has been identified for each infrastructure group within the organization.
Software tracking procedures have been formally documented and approved by stakeholders. SAM procedures are implemented throughout all infrastructure groups in the organization.
Senior executives have demonstrated that SAM is a top priority for the organization. All infrastructure groups in the organization use formally documented SAM procedures and have assigned resources that use a SAM system for tracking inventories.
SAM Self Improvement Plan
There is no plan for implementing SAM; or no SAM improvement plan has been completed within the organization with executive sponsorship and budget.
A SAM self-improvement plan has been defined with scope, schedule and has an approved budget.
A SAM self-improvement plan has defined scope, schedule, assigned recourses and is based on continuing the improvement established after the previous self-improvement plan.
Continuous improvement SAM maturity processes are implemented to support a flexible controlled environment.
Hardware percentage Software Inventory
The percentage of total hardware and software tracked in a CMDB is not tracked but is less than 68%
The percentage is not tracked but is between 68% to 95%
The percentage is tracked and is between 96% to 99%
The percentage is tracked and is greater than 99%. Exceptions are continuously decreasing.
Accuracy of Inventory
Inventory details are reconciled with the original source rarely or ad-hoc
Reconciliation is done annually
Reconciliation is done quarterly
Reconciliation is done continuously.
License Entitlement Records
The percentage of license entitlement in a repository is not tracked but is likely less than 68%
The percentage is tracked and is between 96 to 99%
Periodic Self Evaluation
Deployment and entitlement reconciliation is done rarely or ad-hoc
Deployment and entitlement reconciliation is done annually
Deployment and entitlement reconciliation is done quarterly
Deployment and entitlement reconciliation is done continuously.
Operations Management records and interfaces
Operations Management functions generally do not use software and hardware inventories.
Individual software and hardware inventories are used by each function
A federated system is used which combines and/or reconciles individual inventories. Procedures are documented with assigned roles and responsibilities for stakeholders.
A single inventory/CMDB is used by all Operations Management functions in the organization. Formally documented procedures continually evolve with the organization.
Acquisition Process
The percentage of software purchases centrally controlled is not tracked but is likely less than 68%
The percentage is tracked and is between 96% to 99%. Procedures are documented with assigned roles and responsibilities for stakeholders.
The percentage is tracked and is greater than 99%. Exceptions are continuously decreasing. Formally documented procedures continually evolve with the organization.
Deployment Process
The percentage of software deployed using a centrally controlled procedure is not tracked but is likely less than 68%
Retirement Process
The percentage of hardware assets that are retired and recorded in a way to enable the software on them to be reused is not tracked but is likely less than 68%
Software on retired hardware is tracked and available for reuse; the percentage is between 96% to 99%. Procedures are documented with assigned roles and responsibilities for stakeholders.
SAM Partner evaluates the components of SAM and ranks component maturity across the four levels. 7

8. Optimization Model : SAM Throughout the Organization
Competency Question
How has software asset management (with documented procedures, roles, responsibilities
and executive sponsorship) been implemented in each infrastructure group?
Supporting Document: SAM infrastructure group and IT organization chart.
Basic
A Project Manager is assigned to SAM related projects on a per project basis. SAM roles and responsibilities are not defined. IT resources are not assigned to meet SAM objectives, or those assigned have no previous SAM experience or training.
Objectives To Become Standardized
For each infrastructure group within the organization identify who has direct management responsibility for each unique SAM inventory throughout the organization. Specifically identify: 1) all locations, 2) estimated quantity of each hardware platform at each location, 3) a functional description of each group, 4) a representatives name with direct responsibility for the groups SAM processes, and 5) a description of the SAM process and/or tool used for the group.
Objectives To Become Rationalized
For each infrastructure group within the organization identify a complete and accurate organizational view of the enterprise. Specifically for each infrastructure group identify 1) an aggregated summary of hardware and software deployments; and again 2) identify who has direct management responsibility for each unique SAM inventory throughout the organization.
Objectives To Become Dynamic
Responsibilities of SAM stakeholders are defined in job descriptions throughout the organization. Awareness of SAM exists throughout the organization. SAM is a priority throughout the organization and is seen as a key strategic strength.

9. Optimization Model : SAM Improvement Plan
Competency Question
Does your organization have an approved SAM self improvement plan?
Supporting Document: Current SAM improvement plan and approved SAM budget.
Basic
There is no documented executive vision for SAM. There is no SAM development plan. Communication with software vendors is rare or not occurring.
Objectives To Become Standardized
A SAM self improvement plan has been developed and has been approved with defined funding/budget which specifically defines scope, schedule and resources for SAM.
Objectives To Become Rationalized
Comparing the historical baseline of a previously developed SAM maturity assessment to a current SAM maturity assessment demonstrates evidence of increased maturity. Evidence of historical progress and a revised SAM improvement plan has been reviewed by SAM stakeholder sponsors and budget has been approved for the current plan.
Objectives To Become Dynamic
Software Vendor, SAM Partner, and Organization strategically partner together to meet common objectives of SAM and IT infrastructure. SAM goals are part of the executive scorecard which is reviewed and updated regularly. SAM is a strategic focus. Corporate SAM stakeholders are industry leaders; SAM stakeholders demonstrate thought leadership by presenting at SAM industry conferences and providing guidance for improved training materials.

10. Optimization Model : Hardware and Software Inventory
Competency Question
What percentage of user PCs and servers are included in the centralized software inventory/CMDB (configuration management database); which is populated by a software tracking tool?
Supporting Document: Software and hardware inventory, by device, for all infrastructure groups.
Basic
Software and hardware inventories are only accessible locally (software administrator, subsidiary, business unit, division). There is no centralized, managed software and hardware inventory. Centralized asset inventory contains records for less than 68% of software. (1 std deviation in a normal curve)
Objectives To Become Standardized
A centralized hardware inventory contains between 68% and 95% of all Servers and between 68% and 95% of all PCs that have installed software owned by the company.
A centralized software inventory representing between 68% and 95% of software spend includes software deployments from all hardware in the hardware inventory.
Objectives To Become Rationalized
A centralized hardware inventory contains between 96% and 98% of all Servers and between 96% and 98% of all PCs that have installed software owned by the company.
A centralized software inventory representing between 96% and 98% of software spend includes software deployments from all hardware in the hardware inventory.
Objectives To Become Dynamic
Software inventory is dynamically reconciled with all software in the environment and on the network. Hardware inventory is dynamically reconciled with all hardware on the network. A centralized software inventory representing >99% of software includes software deployments from all hardware in the hardware inventory..

11. Optimization Model : Accuracy of Inventory
Competency Question
How often do you reconcile software inventories with other sources to verify accuracy of assumed license metrics (for example user counts based on HR employee records.)?
Supporting Document: Reconciliation of SAM inventory sources.
Basic
Inventories are based on manually collected deployment estimates; or discovery tools are not used. For example excel files with original build documentation are used to manage inventories. Complete and accurate reports are not available in a timely manner.
Objectives To Become Standardized
Once a year or more the centralized software asset inventory is reconciled with other independent sources to verify that it accurately includes all applicable software and hardware metrics required to reconcile software deployments and software usage to license entitlement.
Objectives To Become Rationalized
Once a quarter or more the centralized software asset inventory is reconciled with other independent sources to verify that it accurately includes all applicable software and hardware metrics required to reconcile software deployments and software usage to license entitlement.
Objectives To Become Dynamic
Dynamic Software configuration and change management can be adjusted on a JIT model without delay.
Dynamic Discovery tools provide (daily) near real time deployment details. SAM Discovery tool collects and reports on appropriate licensing metrics. (For example: User, Concurrent User, Hyper threaded CPU, core, etc.)
Hardware is tracked by RFID. The RFID can identify the appropriate location of the asset (data center, row, rack, etc.)

12. Optimization Model : License Entitlement Records
Competency Question
What percentage of procured software licenses are recorded in a license entitlement inventory (a central repository/tracking of all licenses owned and/or previously acquired)?
Supporting Document: Entitlement records and inventories.
Basic
Procurement managers manage contracts and maintain local (subsidiary, business unit, division) records that are not accessible centrally. Procurement manages contracts that are not accessed by IT Managers.
Objectives To Become Standardized
For each infrastructure group and business units in the scope of the enterprise there is a centralized entitlement inventory which completely and accurately includes all records required to reconcile software deployments and software usage to deployment inventory.
Objectives To Become Rationalized
For each infrastructure group and business units in the scope of the enterprise there is a centralized entitlement inventory which is periodically reconciled with software vendor records.
Objectives To Become Dynamic
SAM Entitlement system interfaces with vendor entitlement system to track licenses used.

13. Optimization Model : Periodic Self-Evaluation
Competency Question
How often do you reconcile software deployments (usage) to software entitlements (purchases)? Software entitlements are the software licenses owned or previously acquired.
Supporting Document: SAM executive report with sign – off.
Basic
IT operations is managed on an ad-hoc basis, like a fire drill. Tools are not leveraged to identify new hardware or track asset inventories.
Objectives To Become Standardized
Once a year or more SAM executive sponsors review and sign off on SAM reports; which include at least a deployment and entitlement reconciliation of high risk software titles.
Objectives To Become Rationalized
Once a quarter or more SAM executive sponsors review and sign off on SAM reports; which include at least a deployment and entitlement reconciliation of high risk software titles.
Objectives To Become Dynamic
System reconciliation and ITAM reports are available on demand to all stakeholders.

14. Optimization Model : Operations Management Interfaces
Competency Question
How do the various Operations Management functions (contracts, financial fixed assets, service support, security, networking) use software and hardware inventories in their daily roles?
Supporting Document: Software and hardware inventories managed by Operations Management.
Basic
Operations management functions (i.e. IT support, financial fixed asset tracking, security, and network administration) do not follow an aligned strategy for SAM. SAM related strategies that exist are not communicated and committed to. SAM is not considered part of M&A risk planning and company integration.
Objectives To Become Standardized
Operations management functions (i.e. IT support, financial fixed asset tracking, security, and network administration) each manage inventories to track the assets they control.
Objectives To Become Rationalized
Operations management functions (i.e. IT support, financial fixed asset tracking, security, and network administration) manage a complete and accurate federated system for tracking assets which includes interfaces between asset inventories.
Objectives To Become Dynamic
All local business units, infrastructure groups, business functions, legacy acquired companies and corporate headquarters follow the same strategy, processes and technology for SAM.

15. Optimization Model: Acquisition Process
Competency Question
What percentage of total software purchases in your organization are made through or are controlled and tracked by centralized procurement?
Supporting Document: List of approved vendors and users with entitlement record access.
Basic
Enterprise software licenses are purchased in bulk and not based on usage inventories. End-users can individually purchase and expense software (pro-cards) without central approval or coordination. Software is purchased on a per project basis without reviewing licenses that may be available or are not be being used optimally.
Objectives To Become Standardized
Software purchases are controlled through policies established by centralized procurement using approved vendors.
Objectives To Become Rationalized
Software entitlement contract purchases are based on periodic deployment/entitlement reconciliation reports; and entitlement records are accessible to IT Operations and other organizational stakeholders (i.e. End-users, Legal, HR, CIO) through approved usage rights.
Objectives To Become Dynamic
All purchases are made using a pre-defined asset catalogue.
Software charge-backs are paid for among business units based on actual metered usage (similar to an electric bill).

16. Optimization Model: Deployment Process
Competency Question
What percentage of total software deployed across organization's PCs and servers (considering all operating systems) is installed through centralized sources or through a controlled distribution environment?
Supporting Document: List of approved deployment software and users with deployment records
access.
Basic
Software is deployed by end-users in distributed locations and is not controlled by centralized IT.
Objectives To Become Standardized
Software deployments are controlled through policies established by centralized IT, and only approved software is deployed.
Objectives To Become Rationalized
Software deployment summary reports and records are accessible to Procurement and other organizational stakeholders (i.e. IT Operations, End-users, Legal, HR, CIO) through approved usage rights.
Objectives To Become Dynamic
Software is dynamically available to users when needed in a JIT basis similar to software as a service.

17. Optimization Model: Retirement Process
Competency Question
What percentage of retired hardware assets are tracked in a way to enable the software on them to be reused?
Supporting Document: Evidence that retired assets and software licenses are tracked centrally
& added back to entitlement inventories for reuse.
Basic
Software that is installed on machines is disposed of with the hardware asset, and licenses are not tracked. There is no organized retirement process. Un-utilized software is not tracked and reassigned. No IT asset retirement policy or procedure is documented.
Objectives To Become Standardized
Upon retirement of hardware, installed software on retired assets is tracked within a centrally controlled inventory.
Objectives To Become Rationalized
Upon retirement of hardware, installed software on retired assets is tracked within a centrally controlled inventory; deployment and license records are updated and license entitlements are available for re-use.
Objectives To Become Dynamic
Software deployments have been optimized to minimize any duplication of software.
Upon retirement of hardware, a comprehensive process is automated to ensure that once flagged for disposal, installed software is recorded and licenses are tracked and controlled centrally.

18. SAM Optimization Review Methodology

19. SAM Optimization Review Overview
Infrastructure Analysis
This SAM Optimization Review is best executed in the context of a project with the customer.
As seen to the left, the main phases of the SAM Optimization Review are the Infrastructure Analysis, SAM Discussions, and Optimization Planning.
These phases are kicked off with Coordination and Planning discussions and as the review progresses standard Project Management tools such as status reporting will be delivered. The project timeline varies according to resource constraints and turn around times.
SAM Discussions
Optimization and Planning 19 19

20. Example Milestones and Documents
Infrastructure Analysis
SAM Discussions
Optimization and Planning
Infrastructure
Group
SAM Survey
Customer Facing
SAM Workshop
Communication
SAM Optimization
Analysis
Optimization
Value Analysis IO
Questionnaire
SAM IO
Work Paper
SAM Partner
Planning and Coordination
Onsite Discussions
Reporting and Next Steps

21. SAM Optimization Review Fieldwork: Infrastructure Analysis
SAM Discussions
Infrastructure Analysis
Optimization and Planning
Infrastructure Analysis:
Microsoft Partners will discuss the organizations infrastructure with the key stakeholders and review the information Microsoft Infrastructure Optimization questions with the organization.
Refer to Infrastructure Optimization Questions document in Appendix A. 21 21

22. SAM Optimization Review Fieldwork: SAM Discussions
Infrastructure Analysis
Optimization and Planning
SAM Discussion:
Discussion questions may be sent to the company prior to the workshop for review and preparation.
The workshop process is iterative and may be customized based on the company’s environment.
During the workshop Microsoft Partner will lead with open-ended questions to gain an understanding of the current state of the company’s SAM.
Results recorded in the SAM Optimization workbook.
Refer to the SAM Optimization Work Paper in Appendix B. 22 22

23. SAM Optimization Review: Optimization and Planning
SAM Discussions
Infrastructure Analysis
Optimization and Planning
Optimization and Planning:
Microsoft partners will discuss initial observations with customer in order to develop customized deliverables that are strategically aligned with the customer’s priorities.
Microsoft partner may analyze the information from the onsite discussions and deliver a:
SAM Optimization Analysis
Optimization Value Analysis
Descriptions of the deliverables are available in the next section of this presentation and examples can be found in the appendix. 23 23

24. Sample Follow On Projects
Basic to Standard Implementation
Competitive Value Book
Deployment Entitlement Reconciliation …

25. SAM Optimization Review Deliverables25

26. SAM Optimization Analysis1
Executive Summary
1.1
Background
1.2
Infrastructure Optimization
1.3
Approach 2
Infrastructure Optimization and SAM Review
2.1
Present State Analysis
2.2
Future State Analysis 3
Action Plan
3.1
Action Plan and Recommendations
3.2
Road Map 4
Appendix
4.1
SAM Optimization Model
4.2
Business Case
The SAM Optimization Analysis is Microsoft Partner’s primary deliverable at the completion of the SAM Optimization Review.
An example report may follow the outline seen to the right and provides the company with analysis based on the discussions regarding their SAM position and the company’s future goal for SAM maturity.
In the SAM Optimization Review, Microsoft Partner provides summary information for each competency, specific observations and subsequent recommendations. 26

27. Analysis Deliverable #1 – Example Output Sent to Microsoft
SAM OPTIMIZATION ASSESSMENT
EXAMPLE Company Name
ISO Categories
Key Competency
Current Optimization
and Rating
(Initial) Observation
Organizational Management
SAM throughout Organization
Standardized
A representative with direct managerial responsibility for SAM has been identified for each infrastructure group within the organization. 2
Resources are not assigned to SAM initiatives.
SAM Improvement Plan
Basic
If a self assessment SAM improvement plan have been completed within the company they have not received executive sponsorship and/or budget. 1
Budget is not designated for SAM improvement.
SAM Inventory
Hardware and Software Inventory
Dynamic
The percentage is tracked and is greater than 98%. Exceptions are continuously decreasing. 4
Communication with vendor is not occurring.
Accuracy of Inventory
Reconciliation is done continuously.
SAM Verification
License Entitlement Records
The percentage is not tracked but is likely less than 80%.
Management does not have SAM goals/initiatives.
Periodic Self Evaluation
Annually.
SAM Operations Management and Interfaces
Operations Management Interfaces
Rationalized
Operations management functions manage a complete and accurate federated system for tracking assets which includes interfaces between asset inventories. 3
SAM is not perceived throughout the organization.
Lifecycle Process Interfaces
Acquisition Process
Enter observation.
Deployment Process
Retirement Process
The % is known and is greater than 98%. Exceptions are continuously decreasing.
Enter observation

28. SAM throughout Organization License Entitlement Records
Deliverable # 1: SAM Optimization Analysis
SAM Component Assessment for Company
Microsoft's Partner has considered the components of SAM and has ranked their maturity across the four levels. Results indicate that a majority of Company’s SAM components are of the standardized level. The following slides present a breakdown of our findings across People, Process, and Technology.
SAM throughout Organization
License Entitlement Records
Periodic
Evaluation
Retirement Process
SAM Improvement Plan
Acquisition Process
Hardware &
Software
Inventory
Accuracy of Inventory
SAM Operations/
Mgmt Interfaces
Deployment Process
Basic
Standardized
Rationalized
Dynamic

29. Deliverable # 1: SAM Optimization Analysis – Future State
Standardized
Rationalized
Dynamic
Basic
SAM not considered part of M&A risk plan and company integration.
No organized retirement process.
Assets deployed by end-users in distributed locations; no centralized IT.
Assets purchased on a per project basis; without a review of current availability.
IT operations managed on ad-hoc basis.
Procurement manages contracts; not accessed by IT managers.
Manual inventory; no discover tools.
No centralized inventory or < 68% assets in central inventory.
No SAM development or communication plan.
Project Manager assigned but SAM roles and responsibilities not defined.
Operations manages separate asset inventories.
Software retirement is tracked.
Only approved software is deployed.
Software purchases use approved vendors.
Annual sign-off on SAM reports.
Complete entitlement records exist across organization.
Inventory sources reconciled annually.
> 68% - 95% of Hardware and Software in Inventory.
SAM plan is defined and approved.
Direct SAM responsibility is identified throughout organization.
Operations manages federated asset inventory.
Retired software is reused.
Software deployment reports are accessible to stakeholders.
Software purchases based on deployment/entitlement reconciliation.
Quarterly sign-off on SAM reports.
Entitlement records reconciled with vendor records.
Inventory sources reconciled quarterly.
> 95% -98% of Hardware and Software in Inventory.
SAM Improvement is demonstrated.
Each functional group actively manages SAM.
All business units, etc. follow the same strategy, process, and technology for SAM.
Upon retirement, a comprehensive process is automated.
Software is dynamically available to users on demand.
All purchases are made using a pre-defined asset catalogue; based on metered usage.
System reconciliations and ITAM report available on demand.
SAM entitlement system interfaces with vendor entitlement to track usage.
Dynamic discovery tools provide near real-time deployment details.
99%+ - Asset inventories reconciled dynamically.
SAM goals part of executive scorecard; reviewed regularly.
SAM responsibilities defined in job descriptions across organization.
SAM Throughout
Organization
SAM Improvement
Plan
Hardware and
Software Inventory
Accuracy of Inventory
License Entitlement Records
Periodic Evaluations
SAM Operations
Mgmt and Interfaces
Acquisition Processes
Deployment Processes
Retirement
Processes

30. Value Analysis for Customer SAM Optimization
Deliverable # 2: Optimization Value Analysis (Optional)
Value Analysis for Customer SAM Optimization
SAM Partner Supplied
Based on Present State Analysis findings
Format is flexible
SAM Partner specified
Customer appropriate
Software Asset Management provides financial and risk management benefits when implemented correctly. SAM implementation will show both immediate and long term results that can help companies have better control over software and hardware costs. 30 30

31. Appendix : Example Deliverables and Templates31

32. Appendix Description Appendix A: IO Questionnaire – See Attached
Appendix B:
SOM Work Paper
Appendix C:
SAM Optimization Analysis