How to optimize value out of ApptioOne

Implementing and adopting ApptioOne can derive value in multiple different ways but like all software, it is only as valuable as the data fed into it. Or so one might think. Data itself is only a piece of the puzzle. There is much more to making the best decisions than having perfect data. As Colin Powell once remarked during the Gulf War, at best he might have 60% of the information required to make a decision. The real question is “what does one do with the data and what is the end goal?” And this is where I will begin.

The End Goal:

This is probably the most critical piece of the puzzle in determining value. Keep it simple (and measurable where possible), make it a rallying cry for the relevant parts of the organization, and ensure it is aligned to a senior leaders’ objectives. Do not try to have more than 1-3 major new goals per year (remember you have to maintain them over time), and track and celebrate success. Develop a dashboard that is available to all those relevant and show progress against these metrics over time.

The Sponsor:

In a perfect scenario, the sponsor should have the current TBM goals called out in their objectives for the year. They should also be engaged on a monthly basis to ensure the team continues to be aligned to the goals and have the resources and support to be successful. They are equally as important in driving adoption to end users and that ApptioOne is being used on a regular basis aligned to the outcomes agreed upon.

Engaged SME resources:

The Sponsor’s support is critical here. Identifying and obtaining time and expertise from the right sources to not only help obtain data, but to make decisions on how best to configure ApptioOne, the reports required, validation of the results, and in driving adoption with the relevant organizations, is key to driving value. The time required will vary but as a general rule I think a SME should be engaged 3-5 hours a week during their relevant pieces of configuration of ApptioOne, and then the same again in the first 3-6 months of roll out and end user adoption. They should also have the expected outcomes included in their official objectives for the year.

End users & Process:

Champion end users should be identified early and brought into the implementation and validation process as appropriate. Without the end user, all the work of building the TBM capabilities will less likely end up with the value desired. The champion end users can also help drive adoption across the remainder of the organisation through training and product support. They can also track usage and ensure continual usage over time.

End Users need to understand when, how, and why they are expected to use ApptioOne. This should be clearly laid out to the end user during training.

There should also be a process for getting feedback and evolving/improving ApptioOne to ensure that the End Users are seeing the value as well as the Sponsor. Wider and deeper usage and therefore value will result more quickly if the end user understands what is in it for them.

Deadlines:

Setting deadlines really helps with ensuring resources are matched to activities and focusing the mind to landing & accelerating success. Do not underestimate the power that deadlines can have (even if you miss them) to driving success. Without deadlines, it is likely you won’t see the full value of all the hard work, and it may mean lost opportunities given that SME resources may not be available post the deadline.

Governance:

Stay the course. Do not chop and change direction too often, if at all possible, whether it be because of new data, new allocation methodologies, or new reports. The value of Apptio is not in a single piece of insight in a specific month, but in trends over time and tracking results against targets and adjusting accordingly and tracking the results of decisions taken. It is through understanding how data creates a picture and learning how decisions impact the organization, that the most value can be realized.

Analytics and Insights:

Each month, someone should be responsible for analyzing the results with the latest data and providing insights and possible actions to the leaders and decision makers across the organization and to track these using “Action Plans”.

Communication:

Nowadays we are inundated with one type of communication or another. If possible, try to weave the progress against results into the Sponsor’s communication. Using the organizations sharepoint site and working closely with the Communication group is a good way to effectively have end users stay on top of change and adopt new capabilities.

In Summary – One single language (Taxonomy):

Everyone speaking and understanding the terms, data, reports, and insights in the same way is probably where the greatest value of Apptio plays in IT’s success to deliver investments efficiently, at the best cost, to maximize product growth and profitability. Whilst this may take time to hone across the organisation, there is no doubt that the benefits out way the cost of doing so multiple times over.