1. ITFMA Conference - Pittsburgh
The IT Chargeback Journey
Pete Hidalgo
April 15, 2015

2. Page 1
Table of contents
► The big picture
► The ITFM and Chargeback Journey
► Chargeback definition
► Benefits
► Key concepts
► Guiding principles
► Model types and maturity
► Automation
► Q & A
► References

3. Page 2
The big picture…
EY IT financial management framework – based on ITIL and leading practices
► Includes core internal
FinancialManagement
processes:
1. Financial planning/budgeting,
analysis, and reporting
2. Asset management – HW and
SW
3. Invoice management
4. Supplier/vendor and contract
management
5. Purchase request and invoice
management
6. Telecom expense management
7. IT service costing and
benchmarking
8. IT allocation /
showback/chargeback
9. Bill of IT and associated usage
reporting
EY IT financial
management
framework
► And accounts forkey
externalinterdependent
processes
1. Service definition and catalog
management
2. Service request fulfillment and
demand management
3. Service level management
4. Capacity management
5. Availability management
6. Service asset and
configuration management
7. Release and deployment
management
8. Service owners / Business
Relationship Management
9. Project portfolio management
Business
strategy/
goals
Output/
benefits
1. Cost
transparency
2. Consumption
efficiency
3. Cost reduction
4. Customer
satisfaction

4. Page 3
Step 1.
Step 2.
Step 3
Step 4
Step 5 & 6
Continuous
The EY ITFM Journey
Provides a clear path to support the delivery of cost effective services to the business…
Step 1
Current State
Assessment
Step 2
Service
Definition
Step 3
Unit Service
Costing
Step 4
Metrics &
Reporting
Step 5
Chargeback
Model
Step 6
Bill of IT
 Transparency
 Cost
efficiency
 Customer
Satisfaction
Today’s Focus

5. Page 4
The chargeback journey
Below is a recent real world example of one company’s journey…

6. Page 5
The chargeback journey
Below is a recent real world example of one company’s journey…

7. Page 6
What is chargeback?
- 6
A process by which an I.T. organization
can recover its costs of providing services
to its customers

8. Page 7
Why implement chargeback?
► To understand the true costs of providing IT services
► To educate IT customers on the value of the IT services
that are being provided
► As a tool to improve operating efficiencies and lower
costs
► To enable customers to manage their own consumption
of services and associated costs
- 7

9. Page 8
Benefits of implementing chargeback
Significantly outweighs the costs…
1. Reduce spend/costs
2. More effective IT spending
3. Key component of ITIL Financial Management
4. Improve demand & expense forecasting for the IT organization and
its customers

10. Page 9
The chargeback journey
Implementing chargeback is an evolutionary process vs. “big bang”…
Usage
reporting
Showback
(Usage + $)
Chargeback
Time
Chargeback
process

11. Page 10
Usage Reporting Example
Customers need to first understand their consumption and costs before being charged…
► Highest benefit and maturity level is to produce monthly for each service via
self-service on an automated platform
Automated Example - Apptio
Manual Example - Excel

12. Page 11
Automation
Frequency
Chargeback automation and frequency
To perform more frequent chargebacks increasing levels of automation are needed…

13. Page 12
Chargeback data requirements
To chargeback on a unit cost basis, unit consumption and cost data is needed…
Datagranularity
Level of effort

14. Page 13
Chargeback data requirements
Data quality must be quantitatively assessed in order to measure improvement…
Data quality will determine the maturity level of the desired model…

15. Page 14
Service definition – first year example
Must first define services in order to allocate costs….below is one actual example
Portfolios and services can be expanded as process maturity increases…
IT services can be initially organized into five portfolios comprised of 20 individual services
Site & Business
Enablement
• On-site support for infrastructure and
applications
Application Delivery &
Support
• ADM (Development, maintenance,
support and Software of applications)
• Infra - Data Center & Connectivity
• Infra - Compute / Servers
• Infra - Storage & Back-Up
• Databases, Java, .NET, tools
• Integration
Staffing Enablement
• Identity and End User Computing
• Service desk and support
• Conferencing (video, WebEx)
• Email & collaboration tools
• Telephones
• Network connectivity
• Mobility
Enterprise Support
Services
• Security Risk Management
• Strategy, Architecture, Governance,
and PMO
• Industry and innovation - TES
• BI, Data warehouse
• Business Resources, Human Resources
New Initiatives
• New projects requested from GIS by
the business
Global Infra
Services
PMO
Security Risk
Management
IT
App Delivery &
Support
Site Support
Strategy, Arch.,
Governance
Finance
Human Resources

16. Page 15
Service definition – first year example
Also creates a foundation for the development of a complete service catalog…
# Service Name Service Owner Service Description
Staffing Enablement
1 Identity and End User Computing TBD
Lifecycle management of End-User devices including procurement, imaging & patching, installation of software, identity
and access management services, desk-side support and printers.
2 Service desk and support TBD Resolution (incl. management) of service requests, incidents and tickets raised by end-users to the help desk.
3 Conferencing (video, webex) TBD
Solutions enabling employees to organize meetings, conferences & other sessions using Telepresence, Webex, video,
& enterprise audio conferencing, network based broadcast services, Video@work, and enterprise supported digital
signage (facility messaging).
4 Email & collaboration tools TBD
Enabling communication and collaboration across the organization through email, messaging, and enterprise
collaboration tools.
5 Telephones TBD
Telephony services including Call Center, voice mail, extension licensing & fees, softphone (IPC and Jabber) and
associated equipment and maintenance (Excludes circuit & toll charges and equipment such as phones sets &
headsets installed at sites).
6 Network connectivity TBD
Data and voice networks per site that allow secure connectivity across the enterprise (Data Centre related networks
costs are captured separately).
7 Mobility TBD
Mobile device security and management, mobile application standards, and corporate owned cell phone
management/standards.
Application Delivery & Support
8
ADM (Development,
maintenance, support &
Software)
TBD
Application development, maintenance and support activities for all applications including software purchased from 3rd
party vendors.
9
Infrastructure - Data Center &
Connectivity
TBD Management of Data Centers including equipment, labor involved and network connectivity in providing the service.
10
Infrastructure - Compute /
Servers
TBD
Management of Servers and Operating Systems including equipment and labor involved in providing the service,
directly for business applications and other GIS key services (Mainframes, Windows, Linux, Unix).
11
Infrastructure - Storage & Back-
Up
TBD
Management of Storage & Back-Up including equipment and labor involved in providing the service, directly for
business applications and other GIS key services (NAS, SAN).
12 Databases, Java, .net, tools TBD
Primarily; Database platforms, licenses and the labor associated for DB maintenance (Oracle, MySQL, DB2, SQL
Server). Supporting JAVA type tools for ad-hoc support and development.
13 Integration TBD
Services related to developing, supporting and maintaining the integration functionality across the multitude of
enterprise and local applications.

17. Page 16
Services and chargeback model progression
From high level bundle in year 1 to individual services and per unit charging in year 3…
Staff Enablement
Service 2015 2016 2017
• Identity and End User
Computing
• Primarily bundled and allocated by total
headcount
• allocated by total headcount
• Bundled and allocated to the BU’s by
the #of assigned PC’s
• Standardized methodology
• Set-up structure to move to Service
Based Costing in 2017
• By # of PC’s per BU
• Service desk and
support
• By ticket-count per BU
• Conferencing (audio,
video, web)
• By # of telepresence locations per BU
• Email and
collaboration tools
• By # of Email accounts per BU
• Telephones • By # of extensions per BU
• Network connectivity • Direct cost per Site / BU
• Mobility • By # of Mobile Devices per BU

18. Page 17
Guiding principles for model design
Consistency
Effort
Fairness
Transparency
► Are IT chargeback methods aligned with cost allocation and
profitability measurement used throughout the organization?
► How much effort (e.g., data collection, transformation,
calculation, reconciliation, and billing) is appropriate and is it in
keeping with the value provided?
► To what degree should chargeback be based on actual
consumption versus an estimated allocation?
► What costs should be included/excluded?
► What insight should customers have into how IT manages IT—
including which costs are fixed and which are variable?
► What behaviors, if any, should chargeback drive (e.g. reduced
consumption, investment in new products, incentives to move
users from old technologies, etc.)?
Influence
Chargeback guiding principles and considerations
Consistency
Effort
Fairness
Transparency
Influence

19. Page 18
Chargeback models
Not one size fits all…
HighImplementation complexity
Low
High
Businessbenefitsandtransparency
Resource-
based
allocations
Differentiated
service levels
and pricing
1. Overhead
allocation
2. Flat fee
6. External
pricing
7. Value based
pricing
4. Incentive
based
3. Resource
consumption
based
5. Service based
Service
pricing
Resourced-Based Allocations distributes
costs through allocations or simple
consumption estimates
Service Pricing measures specific
consumption and drives behavior through
tiered services and prices (e.g. incentives for
off-peak usage)
Differentiated Service Levels and Pricing
reflects a more market-based approach to
cost recovery
High

20. Page 19
Chargeback model details
IT chargeback
methodology
Methodology description
1. Overhead allocation
2. Flat fee
4. Incentive based
5. Service based
6. External pricing
7. Value based pricing
3. Resource consumption
based
► IT costs are allocated to LOBs as a corporate overhead cost based on a simple driver not
directly related to resource consumption (e.g. revenue, asset balance, etc.)
► Fixed annual cost negotiated with BUs; normally based on a “crude” estimate of resource
consumption
► IT charges are manipulated to drive specific behavior (e.g., lower charges to influence use of
network or servers during off-peak times)
► IT service charges to BUs are based on consumption of specific activities; quality and
availability of services are explicitly defined, service “choice” provided for key products
► IT service fees are based on market (external) prices; products offered are comparable to
those available in the marketplace
► IT service fees are based on perceived value delivered to LOBs (e.g., business value
created, customer satisfaction, timely delivery of new financial products)
► IT costs are allocated based on specific unit of resource consumed (e.g., number of
dedicated servers, network ports, etc.)
Cost
Awareness
Cost
Measurement
Effort
Costsand
Complexity
Cost
Management
Effort
0. No chargeback ► IT costs are not charged back
= Low = Medium = HighKEY:

21. Page 20
Chargeback model maturity
Used to understand where you are, where you want to go, and to measure progress…
High
BenefitsandTransparency
Low
High
2
Flat Fee
3 Consumption
Based
4
Incentive
Based
5
Service Based
6
External Pricing
7
Value Based
Pricing
Implementation Complexity
1 Overhead
Allocation
Current State
Target State

22. Page 21
Chargeback model maturity criteria
# Maturity Level Maturity Description
1 Overhead Allocation
• IT costs are allocated to Business Partners (BUs) as a corporate overhead cost
based on a simple driver not directly related to resource consumption (e.g.
revenue, asset balance, etc.)
2 Flat Fee
• Fixed annual cost negotiated with BUs; normally based on a “crude” estimate of
resource consumption
3 Resource Based Consumption
• IT costs are allocated based on specific unit of resource consumed (e.g., number
of dedicated servers, network ports, etc.)
4 Incentive Based
• IT charges are manipulated to drive specific behavior (e.g., lower charges to
influence use of network or servers during off-peak times)
5 Service Based
• IT service charges to BUs are based on consumption of specific activities; quality
and availability of services are explicitly defined, service “choice” provided for key
products
6 External Pricing
• IT service fees are based on market (external) prices; products offered are
comparable to those available in the marketplace
7 Value Based Pricing
• IT service fees are based on perceived value delivered to BUs (e.g., business
value created, customer satisfaction, timely delivery of new financial products)

23. Automation

24. Page 23
Chargeback model
Need to automate to drive and fully realize the benefits of chargeback…
Benefits
Time

25. References

26. Page 25
Recent client success stories
Client industry Client need EY value delivered
Media and
entertainment
A large global media conglomerate
needed help establishing ITFM
processes and creating an
Enterprise Technology service
catalog for its newly established IT
shared services organization
► Designed a comprehensive, business facing IT service catalog that included service
performance levels for each service
► Developed a monthly service usage-reporting process and reports for all IT services
► Created an IT-specific chart of accounts to align costs with services
► Built a service-cost model and calculated actual unit service costs
► Designed a service-cost allocation model covering 26 services and seven business
divisions
Advertising A large global advertising firm
needed to assess their ITFM process
maturity and develop a detailed
plan for improvement
► Determined current and target ITFM maturity levels
► Developed a detailed gap analysis
► Created 16 improvement recommendations
► Designed a comprehensive ITFM data and system-end state architecture
► Provided an executable and prioritized recommendations roadmap
Pharmaceutical A large global pharmaceutical
company needed to improve IT cost
transparency and develop an end-
state ITFM data and system
architecture
► Assessed the current state of ITFM processes within its Information Technology
Shared Services (ITSS) organization
► Developed unit service-cost model and benchmarked to the market, identifying
millions in potential annual savings
► Designed ITFM data and system-end state architecture
Broadcasting An international television
broadcast network needed to
address its fragmented ITFM
processes, lack of cost
transparency, no service definition
nor usage reporting, and an
ineffective cost allocation process
► Performed a current state cost and operational assessment of existing IT function
and ITFM processes
► Designed, developed and supported the launch of a comprehensive IT-service
catalog for the newly formed IT shared services organization
► Defined and documented key ITFM processes
► Developed an IT service-cost model
► Identified significant potential reductions in annual IT operating costs

27. Page 26
Peter Hidalgo, Jr
Senior Manager
IT Transformation
Advisory Services
Ernst & Young LLP
5 Times Square
New York, NY 10036-6530,
United States of America
Pete.Hidalgo@ey.com
Mobile: 973-223-5616
Education
West Point - USMA
BS – Engineering
Columbia University
MBA
Certification(s)
PMP
ITIL Financial Management
► Senior Manager with over 20 years of experience in I.T. Financial Management, Telecom and I.T. infrastructure,
Cost Optimization, Program Management, and I.T. Shared Services Transformation.
► Deep industry experience in managing and optimizing I.T. costs. Previous responsibilities included serving as the
Global I.T. Financial Manager for a Fortune 100 company, where he managed an annual operating budget of over
$100 million. In that role he also developed and implemented an ITIL based service costing and chargeback
process, resulting in improved client satisfaction and major, recurring cost savings.
► Currently serves as the I.T. Financial Management Service Leader within Ernst & Young’s IT Advisory practice
Relevant experience
► Assisted a Fortune 50 global manufacturing client with redesigning their current IT allocation model and
processes for over $1 billion in annual spend
► Advised a Fortune 50 pharmaceutical client with improving their IT financial management processes, cost
transparency, data management, chargeback model redesign, service owner framework, and automation
► Advised and assisted a leading media and entertainment company to transform their IT operations into a shared
services model encompassing 11 major service domains. Also assisted in the development of a data center
strategy, a WAN architecture review, and a detailed IT service cost analysis, to include the development of a
service catalog, and a chargeback model.
► Assisted in an IT infrastructure (voice, data, and data center) strategic assessment and financial analysis for a
Fortune 500 corporation, which resulted in identifying the strategies to improve network and data center
performance and availability, in addition to saving $32M - $53M over three years in IT operating expenses.
► Supported an IT Cost Optimization study for the premium spirits and wine supplier in the U.S., which addressed
their telecom and infrastructure spend. Identified annual savings of 10% to 19%.
► Advised in the strategic assessment of the voice and data networks for a Fortune 500 high tech manufacturing
firm, which resulted in a new technology direction (VOIP) and Identified over $9M in annual savings.
► Assisted in performing an IT Operations strategic assessment for a Fortune 100 manufacturing corporation,
focusing on data center consolidation. Developed data center consolidation and disaster recovery strategies, in
addition to Identifying over $5M in annual savings.
► Advised a leading medical device manufacturing company in the evaluation of their outsourced infrastructure
service contracts, resulting in overall savings of $5M - $6M, or 35% - 45%.
► Assisted a Fortune 100 consumer staples company with the assessment of their wireless telecom services
contracts, resulting in overall savings of $6M - $9M, or 45% - 55%.

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