2022 TBM Council Award Winner:
Public Sector Excellence
The United States Secret Service (USSS) Office of the Chief Information Officer (OCIO) sought to improve IT functionality, reporting, and efficiency by enabling an IT Financial Management tool to create fiscal transparency, formulate and defend their budgetary position, automate reporting requirements, and reduce effort for data calls. The journey began with a pilot program which allowed USSS to understand the value that Technology Business Management (TBM) could provide by bringing together multiple, disparate data sources to create an accessible and trusted financial baseline in which they could defend their budgetary position and more accurately target opportunities for optimization. After a successful pilot, USSS embarked on their TBM journey and has achieved significant results through the improvement of processes, a centralized repository of information, and a common taxonomy that TBM provides.
The United States Secret Service (USSS) is an agency under the Department of Homeland Security whose mission is to protect our nation’s highest elected leaders, visiting foreign heads of state, and national special security events; and safeguard the United States financial infrastructure and payments systems. USSS combines these two missions into a unique dual objective to synergize with each other providing crucial benefits to special agents.
The OCIO oversees a budget of approximately $120 million, with the CIO having accountability over $165 million of IT spend across other organizations as mandated by the Federal IT Acquisition Reform Act (FITARA). The USSS OCIO sought to improve IT functionality, reporting, and efficiency by enabling an IT financial management tool to create fiscal transparency, formulate and defend their budgetary position, automate reporting requirements, and reduce effort for data calls. The journey began with a pilot program which allowed USSS to understand the value that TBM could provide by bringing together multiple, disparate data sources to create an accessible and trusted financial baseline in which they could defend their budgetary position and more accurately target opportunities for optimization.
The Secret Service started by developing a vision, building a roadmap, and garnering buy-in from executive leadership. Next, the USSS team developed a business case and received approval for funding the initial TBM investment. With dedicated resources, the team proceeded to leverage existing data sources across the organization to deliver their TBM solution. Using an agile approach, USSS focused on delivering value quickly and incrementally building new TBM capabilities.
USSS has achieved significant results through the improvement of processes, a centralized repository of information, and a common taxonomy that TBM provides.
Governance processes within government agencies often require sharing technology investment and spend data to support the federal IT transparency and data modernization initiatives. Because the information must be accurate and comprehensive, coordinating the gathering and submission of this information is labor intensive and requires immense effort from across the organization. Furthermore, internal leadership needs very similar data but often presented in different perspectives or in with more granularity to manage USSS IT. Frances Humphrey, Chief of IT Governance & Accountability shared, “TBM has driven business optimization by streamlining a lot of processes. As an organization that has no room for failure, business processes a lot of times get left behind.”
Understanding IT expenditures within federal agencies can be very challenging. Critical data for TBM is spread across various systems and owners, and the strong culture of data protection can make it difficult to foster collaboration. Additionally, those data repositories are characterized in different ways and use varying methodologies. To address these issues and improve reporting capabilities, the USSS leveraged a three-pronged approach in 2019. First, the agency sourced data from their financial management, procurement, and asset management systems and aligned it to the TBM Taxonomy. This was done in the Technical Investment Planning System (TIPS), a term coined by the agency to represent the systems that manage their IT finances. Next, the unified data within TIPS was linked with the IT service management system to establish a common service framework. Lastly, USSS used leading change management practices to socialize updates to their data management policy guidance. This approach resulted in a continuous improvement in the understanding and reporting of the IT environment.
As a testament of this improvement, Secret Service’s compliance for FITARA scores went from 50% at the start of TBM to 100%. This helped the Department of Homeland Security raise their compliance score from a D- in June 2019, to a B in the latest rating. The wins have led to an increase in trust in the quality of data provided and the recognized value in IT services delivered to the organization.
The TIPS tool has been used to stand up dynamic reporting, as well as support data calls requiring interpretation of several fiscal years of financial data. One of the key use cases, identified with other divisions within the CIO organization, was to be able to compare financial actuals against spend plans established at the beginning of the year. TIPS provides a centralized source for this data as opposed to individual spreadsheets held separately in multiple locations, helping to both modernize and digitize the financial planning workflow. To establish a common baseline of understanding, actuals and spend plans have been aligned to the TBM Taxonomy, with investment standardization in progress, setting the stage for modernization efforts to include cloud migration and FinOps practices. Several data sources have been incorporated, including CMDB data which will be used to establish application total cost of ownership (App TCO), service TCO, and chargeback capabilities within the TIPS tool allowing for a comprehensive view of the computing environment and value-based discussions with stakeholders. Standardized reporting has provided visualizations that easily convey key information in a user-friendly format. More importantly, the reports align spend to the administration’s broader objective focus on improving the federal customer experience.
Reporting at USSS now requires less time to prepare, has become more consistent, and more credible allowing for better tradeoff discussions between consumers and service owners. The transformed data ingested from the Financial Management System allows the tool to present data from different perspectives and is becoming the definitive source for IT cost and asset data. The combination of contract data with asset information allows leaders to quickly compare actual technology refresh acquisitions against planned acquisitions. This spend can be viewed by year, by directorate, or by technology, and this yields a significantly better forecast and budget for out-years.
As the winner of the 2022 TBM Council’s Public Sector Excellence Award, the United States Secret Service offered advice to new government TBM programs. Because government agency goals are not rooted in financial profits, TBM provides a foundation to deliver on the strict and unique requirements of federal mandates and initiatives. Combining tight budgets with the stipulated deliverables required by numerous stakeholders, the USSS TBM team highlights the savviness and attention to good communication is required to achieve TBM success. The USSS TBM team also shared that becoming intimately familiar with what your executive stakeholders truly need, and focusing on delivering successful use cases that build trust and momentum, rather than trying to deliver on all use cases at once, is a very important factor when rolling out a new government TBM program. Pick one or two priorities, do those extremely well, and then grow your program from there, but always lead with the priorities of your executive customers.
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The TBM Council established this new category to recognize the unique challenges that government agencies face. Many government agencies have adopted TBM practices that were born in the private sector. Although government agencies are funded differently, they too grapple with delivering digital capabilities, modernizing their portfolios, migrating to the public cloud, and moving to agile development models.
Red Hat built the world’s largest enterprise open-source software company, growing into a multi-billion-dollar firm before being acquired by IBM Corp. This open-source heritage often placed the value of technology in the product and engineering realm rather than with IT. Thus, not surprisingly, Red Hat’s TBM journey started with a new CFO wanting to know why IT costs were so high. Through the TBM framework and discipline, Red Hat IT successfully delivered cost transparency of all IT spend and then became a model for technology spend planning and forecasting. The IT team added the FinOps discipline to its capabilities and is now managing a broad hybrid cloud portfolio. However, TBM and FinOps have remained in the realm of IT only, until now. Red Hat’s current CIO, Jim Palermo, is driving TBM, FinOps, and Enterprise Agile Management across the company based on IT’s success and through the lens of value stream management. in this session, Jim will walk through Red Hat’s TBM journey and its current transformation to an operational business architecture framework built on value streams aligned to business outcomes.
When the team at Tenet Healthcare made the decision to move towards a model that provided more accurate financial transparency, they looked to TBM practices and solutions. Join Paola Arbour, EVP and CIO at Tenet healthcare as she answers the question “why TBM?”, including what Tenet was trying to solve with the TBM Taxonomy, the effectiveness of their KPIs, and how building support and momentum across the entire company was critical to their successful TBM adoption. In this session, Paola will also share how Tenet continues to evolve their use of TBM, including for mergers, acquisitions, and divestiture activity, as well as segmenting cost structures.
Data driven decision making has been a key to longevity and delivering best in class service to State Farm’s customers over the past 100 years. Recently, State Farm decided to use a managed services company for the day-to-day support of their Infrastructure Services. Today’s technology leaders need to be able to make real-time, informed decisions to help ensure technology investments are meeting their customer’s needs, while continuing to support company long-term goals. Ashley Pettit, SVP & CIO at State Farm, will be joined by Randy McBeath, Enterprise Technology Executive, and Andy Moore, Technology Director, and together they will share how TBM aided in State Farm’s analysis and decision to move to a managed service provider.
There is fast evolution occurring in the overall technology spend and value management market, with the advancements of cloud, Kubernetes, AI/ML, and other innovations. At the same time, we are seeing vast changes in the roles of the CIO, CFO, and business/digital leadership. In addition, TBM is intersecting with other disciplines and frameworks, such as Cloud FinOps, Agile engineering, and portfolio resource management. How is this affecting the TBM discipline, the TBM Council, and Apptio? For one, TBM is moving down market, becoming more accessible to all sizes and maturity of organizations, with easier ways to get started and a faster time to value. Cloud FinOps, meanwhile, is advancing and adding capabilities previously in TBM to the cloud cost management space. Join Apptio CEO Sunny Gupta as he explores the evolving TBM landscape and how he believes it will bring even greater opportunity and value to organizations worldwide.
In today’s challenging economic times it is critical that CFOs, CIOs, and CTOs speak the same language when it comes to the value of technology spend. Having a single source of truth that everyone can feel confident in, track progress continuously throughout the year with shared insights, and analyzing options for resourcing and funding in order to reduce waste is where TBM deepens their partnership. In this discussion, join members of the TBM Council Board of Directors as they discuss the pivotal conversations and steps taken to collectively adopt TBM practices across the organization, including responding to naysayers and gaining allies.
Fumbi Chima has led technology teams across multiple organizations throughout her esteemed career, including retail, manufacturing, media, and financial services. As a turnaround and high growth leader, Fumbi has leveraged TBM as a foundational practice to bring repeatable processes, purchasing guidelines, and cost/resource savings. Now at Boeing Employe Credit Union (BECU) serving more than 1.2 million members, Fumbi is driving their digital transformation with a clear vision and strategy to optimize their public-cloud with TBM and Cloud-FinOps, adopt a product model, and set the groundwork for future innovation and growth. Join Fumbi and Larry Blasko, President, Field Operations at Apptio, as they discuss the lessons Fumbi has learned along her TBM journey, and where this transformation leader sees the evolution of TBM taking the Technology industry.
Technology leaders have a unique opportunity to transform their organizations into environmental champions with sustainable business practices. In this session, Neal Ramasamy, CIO at Cognizant and Phil Alfano, Field CTO at Apptio will share how TBM can be leveraged to achieve comprehensive visibility into real-time data-driven tracking to ensure company goals and actions are being met to achieve a sustainable future.
For McGraw Hill, having a transparent framework that drives smart investment strategies and a common language across this 135-year-old company is critical. Known as one of the “big three” education publishers, McGraw Hill must stay ahead of their competitors with innovation and value delivery. Join Yuliya Oberman, Finance Director for McGraw Hill Education and Eileen Wade, General Manager of the TBM Council as they discuss how TBM is essential to McGraw Hill’s enterprise resource strategies and digital transformation journey.
In this fireside chat, Matt Yanchyshyn, GM, AWS Marketplace & Partner Engineer at AWS will join incoming General Manager of the TBM Council, Jack Bischof, for a discussion on best practices for building successful TBM practices focused on cloud financial management. Including a deep dive into the nuances, learnings, and milestones that the world’s 9th largest insurance company is achieving on their Cloud FinOps journey.
Hear from Ajay Patel, COO at Apptio and Zubin Irani, CEO at Cprime as they discuss how the intersection of TBM and enterprise agile planning is a critical strategy for organizations to adopt if they want to drive business growth more efficiently, in real-time, and keep up with the speed of change that today’s organizations face.
Join Origin Energy’s Adrian Thivy, GM, Enterprise Technology Services, as he shares how TBM is creating complete confidence in their spend-to-value ratios across IT and the broader company, allowing a rapid response to the market forces driving significant pressure on the “cost to serve” customers. A finalist for the 2022 TBM Council Award for TBM Pacesetter, hear how their TBM practice was built in record time, including lessons learned as they developed business capabilities and managed a significant cloud migration and transformation.
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Many organizations aspire for a cloud-native posture, however few have the time, resources and budget to transform into 100% public cloud operations. Equifax has broken through those barriers to modernize its infrastructure globally — driving faster innovation for customers, more business agility, and stronger cybersecurity. Hear from Manav Doshi, GM, Technology Solutions on how the Equifax team is rebuilding a century-old company, with a real-time approach to optimizing cost and revenue growth in the cloud.
Transport for NSW is the winner of the 2022 TBM Council Award for TBM Pacesetter, which recognizes significant progress and value with TBM in a relatively short period of time. In this session, hear how the merger of Roads and Maritime Services (RMS) and Transport for New South Wales resulted in the fastest consolidation of TBM data, models, and reports into a single TBM practice. Hear from Poonam Kataria, Sr. Manager of TBM, as she shares how TBM is driving Transport’s three key strategic outcomes: connecting a customer’s whole life; successful places for communities; and enabling economic activity.
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Discuss how TBM supports visibility of investments across the enterprise to support setting best practices and standards for managing the impact of environmental, societal, and governance strategies by IT departments and organizations.
The TBM Council Standards Committee has built out TBM integration models with other IT disciplines, including Enterprise Agile and Product Thinking, as well as ServiceNow CSDM. Current findings will be shared to drive group discussion, experience, and feedback.
Public cloud strategies are often embraced for the promise of rapid scalability, on-demand agility, and best-in-class security, resiliency, and features. However, public cloud adoption presents significant financial challenges that, when not addressed, inhibit any firm’s ability to exploit the promises of public cloud.
To address these challenges, customers need to simultaneously resolve current inefficiencies and build capability to ensure avoidance of waste in the long term.
In this session we discuss a detailed framework combining TBM-Cloud with FinOps, allowing customers to understand how to implement a program to overcome these challenges and financially succeed in the cloud.
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A look back at 10 years of TBM leadership and community building.
Introduced more than 10 years ago, Technology Business Management (TBM) was born out of the need for CIOs to have a management system to drive their technology operating strategy. At its core, the TBM discipline gives visibility into technology spend to provide common ground and enable a collaborative partnership across teams for prioritizing resources and achieving business outcomes. In this session, the TBM Council Standards Committee Chair, Atticus Tyson will share how over the past few years TBM has evolved to ensure leaders are able to accelerate digital initiatives, embrace the cloud, and communicate today’s complex technology landscape. TBM enables organizations to frequently and quickly evaluate projects, platforms, and investments to address the needs of the modern enterprise.
Atticus Tyson and Phil Alfano will guide the group through an executive discussion to capture “What is digital success to you?”. Is it how your organization creates new business capabilities? The elimination of legacy processes and systems? Funding innovation? Or all of the above as long as it drives an improved customer experience? Discuss with your table mates, as an overall group, and capture learnings and takeaways to bring back to your own team.
How does a 170-year-old financial institution deliver a new, fully modernized technology strategy while supporting 24×7 service to their customers across a multitude of platforms, including point-of-sale, mobile, and web services? Mike Brady, Nicole Holmes, and Chad Schmidt will share how at Wells Fargo, they are creating a Technology Infrastructure team founded in the TBM discipline and responsible for aligning with internal partners to adopt an automation first approach for accelerating the delivery of services and deploying enhancements at speed. All while remaining compliant, secure, and agile.
It’s been two years since the World Health Organization declared Covid-19 a global pandemic. To re-imagine employee and customer experiences, every company was forced to speed up their shift to digital from multi-year project plans to instead creating, executing, and delivering new business models in a matter of weeks. As we emerge from this crisis, we recognize this shift is not slowing down but exponentially increasing as businesses continue to respond to societal expectations of anytime, anywhere. In this session, Sunny Gupta will share how the companies best positioned to quickly respond to changing market conditions and hyper competition have a holistic view of their technology spend so they can be agile in their investment decisions, use the cloud as a competitive advantage, and align their resources to product delivery models and continuously measure value.
Spinning up a cloud-native posture is a desired strategy for many organizations, however few have the time, resources, and budget to achieve 100% public cloud operations. In 2018, Equifax set a 5-year goal to achieve this, striving to provide their customers with faster innovation, more flexible business agility, and stronger cybersecurity. Hear from RJ Hazra, SVP & CFO, Technology on the lessons and successes the Equifax team has found along their journey, and what remains as they cross into their final year of their company-wide digital transformation.
The cloud is a significant shift in computing and companies need to get maximum value from it. FinOps is the evolving cloud financial management practice that empowers organizations to track and maximize cloud spend and enable tech, finance, and business teams to collaborate on data-driven spending decisions. In this talk, J.R. Storment, Executive Director of the FinOps Foundation will explore the intersection between TBM and the FinOps practice and the benefits achieved. Session discussion topics include:
In this engaging conversation, executive leaders will share both the challenges and best practices realized on their journey to embrace product-based innovation.
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Session abstract coming soon
TBM empowers hundreds of decision makers with the facts they need to execute a digital strategy faster, without bias, and in alignment across business units. This includes technology consumers, service and application owners, LOB CIOs, enterprise PMOs, compliance leaders, budget coordinators, and many more. What are the fundamentals of developing and executing a successful TBM practice? In this session, experienced practitioners will share the lessons and foundations they’ve learned delivering business value for their organizations with TBM.
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