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    IT Asset Management: A Pocket Survival Guide
    IT Asset Management: A Pocket Survival Guide
    IT Asset Management: A Pocket Survival Guide
    Ebook53 pages33 minutes

    IT Asset Management: A Pocket Survival Guide

    By Martyn Hobbs

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    About this ebook

    Aimed at IT professionals who have been tasked with putting in place Asset Management disciplines, this guide provides a commonsense introduction to the key processes outlined in the Information Technology Infrastructure Library (ITIL®), before proceeding to explain the various milestones of an Asset Management project. 

    LanguageEnglish
    Publisheritgovernance
    Release dateAug 4, 2011
    ISBN9781849282949
    IT Asset Management: A Pocket Survival Guide
    Author

    Martyn Hobbs

    Martyn Hobbs has been working in the IT industry for over 20 years. He has held many roles including managing large support centres, service desks and service delivery functions and has also held various consultancy and pre-sales roles, working within a broad cross section of industries. At present, Martyn is a senior partner in an IT consultancy business specialising in Service Management and associated toolsets, from his base in Cambridgeshire, where he lives with his wife and three daughters.

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    • 4/5
      a succint books glad to find this book to have fundamental undesrtanding on IT Asset management and relate to IT IL framework

    Book preview

    IT Asset Management - Martyn Hobbs

    Resources

    INTRODUCTION

    A number of years ago, there was a great panic in the world of computing, IT and electronics. The fact that the world was about to enter a new millennium sent ‘experts’ dashing and chasing in all directions, spreading the word that any electronic device that was in use relied on time and date information and, as such, was unlikely to continue working as soon as the clocks struck midnight on 1st January 2000. For many, this would mean an opportunity to sell their services – some at greatly inflated prices, due to the ever-increasing levels of distress that this pending doom was bringing. It also meant, however, that in organisations throughout the developed world, many long hours would be spent looking long and hard at all the devices that could potentially fail. Many hours of effort were wasted contacting manufacturers, desperately seeking assurance that all the machines we relied upon would not, in a confused silicon stupor, suddenly power down at midnight and drag civilisation to a grinding halt.

    With the gift of hindsight, we now know that all of the prophesied doom did, in the end, just not happen. Machines and computers carried on working, the world as we knew it did not stop, and so, on the first working day back – 8 am on Tuesday 4th January – everyone breathed a collective sigh of relief and thanked all those expensive consultants for working so hard on our behalf for months prior to this non-event. Many organisations then spent the rest of the financial year licking their wounds, wondering exactly where all their hard-earned cash had gone and what value they had actually seen from spending it.

    But isn’t this situation so typical of the IT industry? We spend and invest so much in the ‘next big thing’, but, as soon as it arrives, it becomes part of the everyday landscape, part of the office wallpaper, something that we just expect to happen day in, day out, and come to rely on. And, of course, we then start to look forward to the ‘next next big thing’, wondering just how marvellously that will change our lives again, and failing to look back and learn the all-important lessons from our previous expended efforts and achievements.

    And so it was with the dawning of the new millennium, with everyone in the IT industry so relieved that the modern world had not collapsed around their ears, shaking the dust of the New Year from their shoes and starting to look forward to the next challenge, that many failed to look back at the debris that the last 6–12 months had created – the potential value that may have lain within the remnants of the chaos and the real opportunity that they could have grasped to get some return on their investments.

    Maybe they were so relieved that they preferred not to be reminded of the pain they had gone through. Maybe they were just

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