financial160management(编辑修改稿)

financial160management(编辑修改稿)内容摘要：

cial management process. This activity involves the identification of assets and activities (cost elements) to which costs can be assigned. It also involves the development of cost allocation schemes whereby the costs related to each cost element are distributed fairly and equitably to customers. Cost accounting is responsible for developing financial reports for management. Budgeting is the planning activity of the financial management process. When developing budgets, managers plan future activities and assess the performance of current activities. The financial manager must gather information from a number of sources, including each anizational department that uses IT services and each service management function (SMF) within the IT department. Budgeting requires a great amount of munication and coordination, which has the indirect benefit of aligning the IT department’s goals and objectives to meet anizational requirements. 6 Financial Management Project investment analysis is the analyzing activity of the financial management process. The IT department is called upon to evaluate the costs and benefits of proposed changes. Methods of analyzing the financial impact of a change include payback period, present value, return on investment, total cost of ownership, and real cost of ownership. Each method offers advantages and disadvantages. No one method is best for evaluating all changes. Cost recovery is the chargeback activity of the financial management process. The IT anization charges the costs of services back to the users of those services. This activity involves the development of chargeback methods and the billing of costs to customers. Benefits of Financial Management With the surge in IT outsourcing, application hosting, and emerce, proper financial management practices are being integral to business operations. Implementing a formalized financial management process generates benefits in cost visibility, planning, optimization, and cost recovery. The purpose of a pany is to return a profit to the shareholders. The purpose of a nonprofit or governmental anization is to achieve its stated goals and objectives within budget. The sole reason for the IT department’s existence is to support the business in achieving these goals. While those in information technology may enjoy technology。 their only reason for drawing a paycheck is because they are necessary to further the anization’s goals. The questions that IT management must be able to answer at any moment are:  How do I, and my department, help the anization acplish its goals?  What does the IT department contribute to shareholder value? Proper financial management of the IT department gives the IT manager these answers. Cost Visibility Proper financial management of the IT department provides management with visibility of puting costs. Cost visibility provides benefits including:  IT provides services within budgets that are negotiated with customers.  The costs of providing an agreedto level of service are trackable and understandable.  The IT department can trace costs and report the origin of costs to customers and executive management.  Customers are fairly charged for the services being provided and the prices charged are more predictable.  The IT department is able to pare the cost of providing services to the costs charged by outside vendors.  Accurate cost data will assist the business unit in the preparation of accurate and realistic bids and proposals.  Accurate cost data is necessary to optimize operations. Service Management Function 7 Planning The development of a sound budget encourages and promotes better IT planning. Customers are encouraged to be costconscious about the services they use and to educate individual users about the costs associated with their activities. Planning focuses attention on the anization’s goals and objectives. It results in better decisions and helps the anization evaluate risk and take reasonable risks. Planning assists anizations in the MOF Optimizing Quadrant. Optimization Budgets and accurate cost information provide metrics that can be used to measure performance, reliability, and customer satisfaction. For example, a report that measures actual costs against budgeted costs is a useful metric for assessing performance. Another example is accessing changes to ensure that they were implemented within their budget. Comparing performance versus anization plans is one of the first steps in optimizing performance. The Optimizing Quadrant uses the information collected through the costaccounting activity. The Optimizing Quadrant includes processes, procedures, and techniques to manage and reduce costs while maintaining or improving service levels. In order to plete the optimizing activity, IT financial information must be collected and provided to the manager(s) responsible for IT optimization. The collection of this information and the production of appropriate reports take place within the costaccounting activity. Cost Recovery Properly implemented cost accounts facilitate improved cost recovery. Cost accounts must be logical and easy to understand. Many corporations today are utilizing cost allocation or chargeback models where business units are funding their own key IT projects. This places more accountability for the business value of IT projects in the hands of those who must justify the expenditure and prove the benefits. Implementing cost recovery puts more pressure on the IT groups to accurately collect costs and to bee more efficient and costeffective. Goals and Objectives The goals and objectives of financial management are to be able to fully account for the cost of IT services, to attribute the costs to the services delivered to the anization’s customers so that the costs can be recovere。