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Conference Information

Dear colleague,

In these times, you no doubt face and ask tough questions about the value of everything in and around IT:

decisions, processes, structures, and assets. And thats exactly what you should do. We know its tough out there.

What you should not do, however, is allow your organization to scale back its expectations of the value that informatio

technology brings to your business. Its time to move beyond the overused down-economy mantra of simply keeping

the lights on for less to a mantra of driving bottom-line value for the business. But you need to do it in a smart

manner that leaves your organization in better shape than when it entered this period of economic uncertainty. After

all, your potential is greater and more multifaceted than ever, thanks in large part to the lead role that IT now plays in

supporting bottom-line issues l ike globalization, business resiliency, exibility, and sustainability.

AtForresters IT Forum 2009, well help you redene and communicate the value that IT brings to your business.Well help you pose the right questions to peers and suppliers and prepare you to answer tough questions in return

Forrester analysts and leading industry speakers will tackle issues related to driving bottom-line value like creating

a leaner IT, rethinking vendor relationships, protecting and promoting innovation, and measuring and communicating

value to business peers. Well also place our advice and views in the context of your specic role:

r Application Development & Program Management

r Business Process & Applications

r CIO

r Enterprise Architecture

r

Information & Knowledge Management

r IT Infrastructure & Operations

r Security & Risk

r Sourcing & Vendor Management

r Technology Product Management & Marketing

Forresters IT Forum 2009 is more than an industry conference. Its an investment in your organizations bottom-line

success. Through a combination of analyst presentations, in-depth case studies, executive exchanges, analyst One-O

One Meetings, and peer networking, youll acquire the tools, knowledge, and best practices to not only survive in this

climate, but thrive.

We look forward to seeing you at The Palazzo in Las Vegas!

Tom Pohlmann

Vice President, Information Technology Research

Forrester Research

Find out more about the content and sessions taking shape for IT Forum at The Forrester BlogFor CIOs: http://blogs.forrester.com/cio/2

Forresters IT Forum 2009Redening ITs Value To The Enterprise

May 1922, 2009

The Palazzo

Las Vegas

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Forresters IT Forum 2009Redening ITs Value To The Enterprise

In a climate where cost-cutting can come easier than double-digit revenue growth, a bottom-line

ocus has never been more important or IT. But IT can also position itsel to emerge rom this

period in much better shape than when it entered.

Forresters IT Forum 2009is an entire event dedicated to helping you redefne ITs value

to the enterprise. Whether its assembling requirements or leaner sotware, siting through the

hype around cloud or SaaS-based computing, or selecting program management tools, our

analysts and industry guests will arm you with the expertise you need to prioritize projects and

justiy investments.

Join your peers in one o our nine role-ocused tracks or select a curriculum that best suits your

needs. Bring your colleagues too! With more than 100 track sessions to choose rom, theres

something or everyone.

Why Attend?

Beneft rom the unbiased expertise o Forrester analysts.

Identiy opportunities or intelligent cost saving.

Separate hype rom utility.

Meet one-on-one with Forrester analysts.

Network with peers in your role.

Meet leading vendors and discover emerging technologies.

Experience the Forrester Research dierence:

A more comprehensive view.Our event doesnt stop at the technology. Well spend as

much time i not more on the organizational and process improvement side where the

big bucks can be squeezed out.

Open methodologies.You can apply Forresters methodologies directly to your IT

environment with customizable weightings and personalized scores, enabling you to savetime, reduce risk, and maximize returns.

Award-winning client service.Forrester was voted 2008 Analyst Firm o the Year by the

Institute o Industry Analyst Relations and ranked the number one overall analyst frm by

the Knowledge Capital Group or the third consecutive year.

Track A: CIOSetting IT Strategies For Turbulent

TimesTrack B: Enterprise ArchitectureProessionalDriving Bottom-Line Value ThroughEnterprise Architecture

Track C: Application Development& Program ManagementProessionalKeeping Application DevelopmentLean And Business-Driven

Track D: Inormation &Knowledge ManagementProessionalDelivering Value With Inormation For Less

Track E: Sourcing & VendorManagement ProessionalAdapting Your Sourcing Strategy AndTactics To Changing Markets

Track F: Business Process &

Applications ProessionalBuilding Enterprise Value ThroughPeople And Process Excellence

Track G: IT Inrastructure &Operations ProessionalStreamlining Inrastructure &Operations To Enable A LeanerBusiness

Track H: Security & RiskProessional

Protecting Your Data; SaeguardingYour Reputation

Track I: Technology ProductManagement & MarketingProessionalThriving In An Evolving Economy

Save $200! Register by April 3, 2009

Your Role, Your Priorities, Your Success Weve got you covered!

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Making Value Core To ITs BusinessBobby Cameron, Vice President, Principal Analyst,Forrester Research

Dont be conused! IT has no worth on its own ITs

value results rom business operations enabled by

IT and exists only i the business user sees it. Clear

identifcation, communication, and management o ITs impact on

business results increasingly defnes the eectiveness o the IT

organizations interactions with the other business groups and drives

the shit in ITs role rom a utility to a partner player in the business. And

the understanding and management o technologys value will become

even more critical as business technology (BT) becomes the dominant

technology model. Attendees at this keynote will leave with answers to

questions like:

What does business perceive as ITs value? Where does it come rom,

and how is it measured?

How does business perception o ITs value drive key processes like

service portolio management and IT demand management?

Whos doing a good job o creating an understanding o ITs value and

using it to manage the business-IT relationship?

Three Megatrends Reshaping The TechSectorThomas Mendel, Ph.D.,Vice President, ResearchDirector, Forrester Research

Short-term, bottom-line ocus is a necessary but

insufcient requirement or long-term business growth.

Now is the right time or strategists at companies across all industries

to rethink their strategic position and portolio, in order to capitalizeon major changes coming our way. This session will outline three major

business trends and their results that will completely redraw the

tech sectors competitive landscape by 2015: globalization 2.0, invisible

IT, and the consumerization o IT. By attending this session, you will gain

inormation on:

Understanding the changing tech sector market dynamics

Predicting how vendors will react to these changes

Gathering input or your companys strategic plan

Dealing With DisruptionTom Peck, Senior Vice President and CIO, Levi Strauss

In this industry, we oten talk o disruptive technologies,

but market conditions have taken the concept o

disruption to a whole new level. To cope with and

sometimes take advantage o these disruptions, IT

organizations need a new approach. Tom Peck will share the approach

he is implementing at Levi Strauss an approach thats built on some

undamental, lasting principles: Simpliy everything; deliver capabilities,

not projects; apply lean and Six Sigma to processes; and reshape your

talent mix accordingly.

Saving, Making, And Risking CashWith Cloud Computing (PanelDiscussion)

Ted Schadler,Vice President, Principal Analyst, ForresteResearch

John R. Rymer,Vice President, Principal Analyst,Forrester Research

James Staten, Principal Analyst, Forrester Research

Chenxi Wang, Ph.D., Principal Analyst, Forrester Researc

Can cloud computing really save you money in a

recession? Not since the early days o the Internet 1.0

have we seen so much hype and conusion over how

applications are hosted and delivered. But what exactly

is cloud computing? What part o it is real today? Can

cloud providers save you money? What are the risks?

Should you act now? This Forrester panel will examine

the many acets o cloud computing and separate cloumyth rom computing reality so you can build a cloud

strategy or 2009 and beyond. By attending this sessio

you will be able to:

Master the market sectors and workloads o cloud

computing

Catalog cloud computing business benefts and IT risks

Anchor your cloud computing strategy with acts and clarity

Understand the cloud computing strategies o the major providers

Business Optimization:

Lean And GreenRichard M. Soley, Ph.D., Chairman and Chie ExecutiveOcer, Object Management Group

The economic downturn means that business operation

need to be rationalized and made lean and green, all

without dropping business capabilities and no one is better positione

than the CIO to make that happen. The key interrelated trends service

oriented architecture, business process management, and green

computing are all about optimizing and reusing business processes

to provide lower-cost, higher-quality integration across the service or

supply chain. This is not uture-speak. The CIO o today is at the center

organizational change, and Dr. Soley will share insights and experiences

rom OMGs communities o interest that point that way. Key points will

include:

Very ew members o the executive suite see the whole business, and

the CIO is the one best positioned to green, streamline, and optimize

I IT is a pure cost center, 2009 will be rough; strategies to provide

value to the entire enterprise are critical to surviving the onslaught o

the current economy.

Lessons that started inside the IT industry (like SOA) and outside (lik

BPM) are critical to the lean, green, optimized organization.

Keynote SessionsPowerful Content. Exceptional Industry Speakers.

Register now atwww.orrester.com/itorum2009 or call 1 888/343-67864

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Enabling Business Strategy Through IT:The UPS ApproachDavid Barnes, Senior Vice President and CIO, UPS

In these troubled economic times, it is more critical thanever to take a rigorous approach to IT prioritization and

investment. At UPS, one o the most critical elements

is to ensure that the IT organization is linked to business priorities. As

CIO David Barnes says, UPS does not have a technology strategy it

has a business strategy or which technology is the enabler. Mr. Barnes

will discuss the UPS approach to IT decision-making, where frst and

oremost IT must deliver on the No. 1 priority o growing revenues, while

also driving efciencies that deliver cost savings. In this session, you will

learn:

The reasons you need a business strategy, not a technology strategy

How to use rigorous prioritization to weather good times and bad

Why the No. 1 priority o inormation technology should be to help thecompany grow

Tough Times: Opportunity ForInnovation And Corporate MakeoverGary Heil, Founder, CEO, Center or Innovative Learning

It has been said that tough times dont build character;

however, tough times do expose character. Challenging

times provide a unique opportunity or leadership to accelerate the very

change they seek. As the margin or error decreases, the eects o every

decision a leader makes are magnifed. In this practical presentation,

rom a leading expert on innovation who has led his own team through

challenging times as a director and executive, Gary Heil shares withaudiences:

How to engage employees to help crat the organizations uture during

challenging times and better prepare the organization or economic

improvement

Why leaders act more authentically in times o crisis and how they

can make dierent choices to allow their team to make a better

contribution

Why the values we choose are amplifed in times o great challenge.

How to crat a strategy with a optimistic attitude, humble heart, and

open mind that moves past basic survival and prepares your business

or the uture

Techno Innovation DemonstrationsIT Forums Techno Innovation Demonstrations are yourrst glimpse at new and alternative technologies thatwill provide solutions to your current business needs.View innovative products and services selected byForrester analysts that will stretch the boundaries owhat youd previously thought impossible.

Protecting And Promoting InnovationAt BPDana Deasy,VP and Group CIO, BP

Whether its emerging delivery models, social computintools, or more entrenched trends like SOA, anything ne

stands to receive additional scrutiny in this climate.

Dana Deasy, VP and Group CIO o BP, will discuss how his organization

is protecting and promoting innovation as a pathway out o a down

economy. He will share best practices and lessons learned within BP by

answering the ollowing questions:

Does BP still believe that innovation (rom IT or involving IT) is critical

in this climate?

How does Dana and his organization defne innovation is it looking

or Big Bang innovation, or more incremental changes?

Whats the unding, vetting, and governance model around innovation

at BP?

Attend A Pre-Forum Workshop!Special discounted rates or IT Forum 2009attendees. (See page 23 or details.)

The IT Balanced ScorecardMay 18, 2009 8:30 a.m.5:00 p.m.Craig Symons,Vice President, Principal Analyst, Forrester Research

Many IT organizations continue to struggle with aligning IT strategy withbusiness strategy and demonstrating the value o IT to its business

counterparts. The IT Balanced Scorecard is a powerul rameworkthat goes beyond being just another metrics system; its a strategicmanagement and measurement system capable o transormingan organization and delivering breakthrough perormance. Usingthe IT Balanced Scorecard creates a common language between ITand business stakeholders, making it easier to align strategies andmeasure and communicate value. Scorecard perspectives includealignment, value, IT budget, user perspectives, optimizing IT processesand improving sta and organizational capabilities.

Justiying Technology InvestmentsMay 18, 2009 8:00 a.m.5:00 p.m.

Robert Cormier, Principal Consultant, Forrester ResearchThe economic downturn has IT executives scrambling to deendbudgets, avoid cutbacks, and help the business sur vive. In thisinteractive one-day Workshop, learn the undamentals or bui ldingeective business cases or technology investments by applyingForresters proven Total Economic Impact methodology. Forresteranalysts help you learn how to build sound business cases; easilyunderstand basic fnancial concepts; quantiy business benefts, risksand exibility options; and prioritize and communicate with businessstakeholders and management. Then, apply your learning in exercisesand a case study, fnally building an action plan to incorporate animproved technology business case process within your organization.

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Meet one-on-one with Forrester analysts.Consistently rated as one o the most popular eatures o Forrester Events, One-On-One Meetings give you the opportunity to discuss

the unique business and technology issues acing your organization with Forrester analysts. Forum attendees may schedule up to two

20-minute One-On-One Meetings with the Forrester analysts o their choice, depending on availability.

Participating Analysts:

Expert Advice

CIOBobby Cameron, Vice President, Principal

Analyst

Marc Cecere, Vice President, Principal Analyst

Alex Cullen, Vice President, Research Director

Alexander Peters, Ph.D., Principal Analyst

Craig Symons, Vice President, Principal Analyst

Enterprise Architecture Proessional

Randy Hener, Vice President, Principal AnalystJost Hoppermann, Vice President, Principal

Analyst

Gene Leganza, Vice President, ResearchDirector

Henry Peyret, Principal Analyst

Je Scott, Senior Analyst

Ken Vollmer, Principal Analyst

Application Development & ProgramManagement ProessionalMary Gerush, Analyst

Mike Gilpin, Vice President, Research Director

Michael Gualtieri, Senior Analyst

Jerey S. Hammond, Principal Analyst

Diego Lo Giudice, Principal Consultant

Phil Murphy, Principal Analyst

John R. Rymer, Vice President, Principal Analyst

Margo Visitacion, Vice President

R Ray Wang, Vice President, Principal Analyst

Dave West, Senior Analyst

Roy C. Wildeman, Senior Analyst

Noel Yuhanna, Principal Analyst

Inormation & KnowledgeManagement ProessionalMatthew Brown, Principal Analyst, Research

Director

Boris Evelson, Principal Analyst

Brian W. Hill, Senior Analyst

Rob Karel, Principal Analyst

James G. Kobielus, Senior Analyst

Rob Koplowitz, Principal Analyst

Craig Le Clair, Principal Analyst

Sheri McLeish, Analyst

Kyle McNabb, Principal Analyst, ResearchDirector

Connie Moore, Vice President, ResearchDirector

Stephen Powers, Senior Analyst

Clay Richardson, Senior Analyst

Ted Schadler, Vice President, Principal Analyst

Claire Schooley, Senior Analyst

Sourcing & Vendor ManagementProessionalLiz Herbert, Senior Analyst

Duncan Jones, Senior Analyst

Bill Martorelli, Principal Analyst

John C. McCarthy, Vice President, PrincipalAnalyst

Paul Roehrig, Ph.D., Principal Analyst

Brownlee Thomas, Ph.D., Principal Analyst

Business & Process ApplicationsProessionalWilliam Band, Vice President, Principal Analyst

Chip Gliedman, Vice President, PrincipalAnalyst

Paul D. Hamerman, Vice President, PrincipalAnalyst

George Lawrie, Principal Analyst

Sharyn Leaver, Vice President, Research Director

Natalie Petouho, Ph.D., Senior Analyst

Zach Thomas, Senior Analyst

IT Inrastructure & OperationsProessionalStephanie Balaouras, Principal Analyst

Brad Day, Vice President, Principal AnalystBenjamin Gray, Analyst

Elizabeth Herrell, Vice President, PrincipalAnalyst

Evelyn Hubbert, Senior Analyst

Natalie Lambert, Principal Analyst

Glenn ODonnell, Senior Analyst

Andrew Reichman, Senior Analyst

Phil Sayer, Principal Analyst

Galen Schreck, Principal Analyst

Chris Silva, Analyst

James Staten, Principal Analyst

Christopher Voce, Analyst

Doug Washburn, Analyst

Security & Risk ProessionalAndras Cser, Senior Analyst

Andrew Jaquith, Senior Analyst

Khalid Kark, Principal Analyst

John Kindervag, Senior AnalystChris McClean, Analyst

Jonathan Penn, Vice President

Chenxi Wang, Ph.D., Principal Analyst

Technology Product Management &Marketing ProessionalJennier Belissent, Ph.D., Senior Analyst

Eric G. Brown, Vice President, ResearchDirector

Peter Burris, Principal Analyst, Research Directo

Tim Harmon, Senior Analyst

Laura Ramos, Vice President, Principal AnalysScott Santucci, Senior Analyst

Vendor Strategy ProessionalChris Andrews, Principal Analyst

Andrew Bartels, Vice President, PrincipalAnalyst

Henry Dewing, Principal Analyst

Jean-Pierre Garbani, Vice President, PrincipaAnalyst

Frank E. Gillett, Vice President, Principal Analy

TJ Keitt, Analyst

Christopher Mines, Senior Vice President

Stean Ried, Ph.D., Senior Analyst

Register now atwww.orrester.com/itorum2009 or call 1 888/343-67866

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All track themes and sessions are subject to change.

TUESDAY, MAY 19, 20098:00 a.m.6:00 p.m. Event Registration

12:001:00 p.m. Welcome Reception

1:001:20 p.m. Welcome To IT Forum 2009 George F. Colony, Chairman o the Board and CEO, Forrester Research

1:201:35 p.m. Setting The Stage: Redening The Value O ITTom Pohlmann, Vice President, Inormation Technology Research, Forrester Research

1:352:20 p.m. Making Value Core To ITs Business Bobby Cameron, Vice President, Principal Analyst, Forrester Research

2:202:35 p.m. Intermission

2:353:15 p.m. Platinum Sponsor Keynote3:154:00 p.m. Enabling Business Strategy Through IT: The UPS Approach David Barnes, Senior Vice President and CIO, UPS


4:155:00 p.m. Track Sessions



6:007:00 p.m. Networking Reception In The Technology Showcase Sponsored By IBM

WEDNESDAY, MAY 20, 20097:308:30 a.m. Event Registration And Continental Breakast

7:308:20 a.m. Breakast Presentation By MindTree

8:308:40 a.m. Day Two Opening RemarksTom Pohlmann, Vice President, Inormation Technology Research, Forrester Research

8:409:25 a.m. Three Megatrends Reshaping The Tech SectorThomas Mendel, Ph.D., Vice President, Research Director, Forrester Research

9:2510:10 a.m. Business Optimization: Lean And Green Richard M. Soley, Ph.D., Chairman and Chie Executive Ofcer, Object Management Group

10:1010:55 a.m. Morning Break In The Technology Showcase10:5511:35 a.m. Platinum Sponsor Keynote IBM

11:35 a.m.12:20 p.m. Dealing With DisruptionTom Peck, Senior Vice President and CIO, Levi Strauss

12:201:45 p.m. Lunch And Dessert In The Technology Showcase



2:453:25 p.m. Guest Executive Forums

3:254:10 p.m. Aternoon Break In The Technology Showcase




6:007:15 p.m. Networking Reception In The Technology Showcase

THURSDAY, MAY 21, 20097:308:30 a.m. Event Registration And Continental Breakast

8:308:35 a.m. Day Three Opening RemarksTom Pohlmann, Vice President, Inormation Technology Research, Forrester Research

8:359:20 a.m. Protecting And Promoting Innovation At BP Dana Deasy, VP and Group CIO, BP

9:2010:20 a.m. Techno-Innovation Demonstrations

10:2011:00 a.m. Morning Break In The Technology Showcase

11:0011:45 a.m. Track Sessions

11:4511:55 a.m. Intermission

11:55 a.m.12:35 p.m. Guest Executive Forums

12:352:00 p.m. Lunch And Dessert In The Technology Showcase





4:004:45 p.m. Saving, Making, And Risking Cash With Cloud ComputingTed Schadler, Vice President, Principal Analyst, Forrester Research; John R. Rymer, VicePresident, Principal Analyst, Forrester Research; James Staten, Principal Analyst, Forrester Research; Chenxi Wang, Ph.D., Principal Analyst, Forrester

Research4:455:45 p.m. Tough Times: Opportunity For Innovation And Corporate MakeoverGary Heil, Founder, CEO, Center or Innovative Learning

5:456:00 p.m. Closing RemarksTom Pohlmann, Vice President, Inormation Technology Research, Forrester Research

FRIDAY, MAY 22, 20097:308:30 a.m. Continental Breakast







11:30 a.m.12:15 p.m. Track Sessions

12:15 p.m. Event Ends With Boxed Lunch

Forresters IT Forum 2009Event Agenda May 1922, 2009 The Palazzo Las Vegas, Nev.

* Event schedule is conrmed as o the date o this publication. View the detailed agenda at www.orrester.com/itorum20

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In-Depth Tracks

TRACK A: CIO

Setting IT Strategies For Turbulent TimesThe CIOs organization is caught in the vise of budget pressures on one side and expanding business expectations on the other.

How CIOs handle these pressures will signicantly affect the position of their organization when the inevitable economic upturn

comes. This track will provide CIOs with strategies to balance these pressures and strengthen their role as business leaders.

Transforming IT For Lean Times:

Organizational StructureAlexander Peters, Ph.D., PrincipalAnalyst

CIOs are reassessing the effectiveness of existing

IT functions. Lean designs increasingly focus

on the delivery of aggregated business services

and the elimination of waste from duplicate

and noncoordinated processes and resources.

This session will address the principles of lean

as applied to IT organizational design. It will

cover the overall structural options of a lean ITorganization and address common mistakes and

roles that change when moving to lean IT.

The Total Economic Impact(TEI) Methodology: A

Foundation For Sound

Technology InvestmentsChip Gliedman, Vice President, PrincipalAnalyst

With money and resources tight, a clear

understanding of the business and economic

impact of technology decisions is all the more

important. This session will show how you can

use Forresters TEI methodology for evaluatingtechnology investments to evaluate and

communicate the cost, benet, exibility, and risk

implications of an investment in monetary terms.

The second half of the session will focus on

applying the methodology to typical application

and infrastructure investments.This session is also relevant to these roles:Enterprise Architecture Professional, Sourcing& Vendor Management Professional.

Service Portfolios Dene ITs

Business Technology StrategyAlexander Peters, Ph.D., Principal

AnalystThe business services portfolio provides rms

with a holistic perspective on their technology

usage. Through developing this portfolio, CIOs

map IT assets and their associated costs into

business services that they can price and link to

business value. CIOs will then be able to move IT

from being a cost center to being either a supplier

of value-added services or a business demand

management function. This session will guide IT

executives through the processes of dening and

structuring their services catalogs and portfolio

management processes.

CIOs: Understanding The

Financial Impact Of Green ITDoug Washburn, Analyst

While corporate social responsibility

and environmental sustainability is on the rise,

these practices are being employed to ultimately

achieve an economic goal. CIOs should treat green

IT no differently. The greening of IT is effective at

reducing the capital and operating expenses of IT

immediately and into the future. Beyond this, the

positive environmental and nancial benets of

using IT as enabler of the green enterprise canelevate ITs visibility. This session will help IT leaders

plan for nancially viable green IT and develop an

effective green IT investment and funding strategy.This session is also relevant to these roles:Enterprise Architecture Professional, ITInfrastructure & Operations Professional,Technology Product Management & MarketingProfessional, Sourcing & Vendor ManagementProfessional.

Transforming IT For Lean Times:Planning The TransitionMarc Cecere,Vice President, PrincipalAnalyst

CIO planning efforts must take into account anorganizations readiness for change and address

it in the context of the broader trend from IT to

business technology. The transition to the new

state affects the way people work, and preparing

for change becomes the most critical step. This

session will discuss how CIOs should anticipate

and identify all activities and resources required

in the transition and rene their strategies into

realistic and workable transformation plans.

How The Best Consulting Firms

Redesign IT ShopsMarc Cecere,Vice President, Principal

AnalystBefore reducing costs, implementing global

processes, or outsourcing, the design of IT shops

needs to change. This session will draw from our

recent Forrester Wave evaluation of consulting

rms that redesign IT shops to show how some

of the best consulting rms redesign their clients

processes, structure, culture, and governance.

By attending this session, you will learn what to

look for in evaluating consulting partners and how

consulting rms approach organizational design

and implementations.

Best Practices For IT Financial

ManagementCraig Symons,Vice President,Principal Analyst

Chargeback for IT remains controversial in many

organizations and is not widely adopted; howeve

treating all or even part of IT costs as a corporat

expense can distort accounting and make it

difcult to control demand when IT is perceived

to be free. Best-practice IT organizations provide

complete transparency into IT spending and

provide their customers with information tomake rational decisions about their demand

for IT, which results in improved value from IT

investments. This session will provide informatio

on the difference between nancial managemen

and chargeback and how to get started in

implementing IT nancial management.This session is also relevant to these roles:Business Process & Applications ProfessionalEnterprise Architecture Professional.

Business Capability Maps

Connect IT Costs To Business

ResultsAlex Cullen,Vice President, Research

DirectorJeff Scott, Senior Analyst

A persistent challenge for CIOs mad

even more important in todays economic climat

is ensuring that business execs understand

what IT does to support them. While this is

an important issue from a communications

perspective, its even more critical at a strategic

level. One method used by successful CIOs is to

build a model of the business that business exe

nd useful, and then map IT activities, services,

costs, and strategies to this model. This session

will describe how to use a model of business

capabilities to achieve the connection of IT costs

to business outcomes.This session is also relevant to these roles:Business Process & Applications ProfessionalEnterprise Architecture Professional.

TRACK INTENSIVERoll up your sleeves.This

90-minute, hands-on sessionwill provide you with a road mapto address key challenges.

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How To Structure And FundInnovation In A Tactical BusinessClimateBobby Cameron,Vice President,Principal Analyst

Top execs have held out business innovation asa primary source o growth or years, but duringtough economic times, many frms hunker downand hibernate, shiting to a cost-cutting, tacticalapproach to investments. Costs have to becontained, sure, but innovation can help developthe agility to increase options or survival andrecovery and to accelerate out o the downturn.Participants in this session will examine howsome frms keep business innovation alive, evenwhile cutting costs, and understand ITs role insustaining business innovation.This session is also relevant to theseroles: Application Development & Program

Management Proessional, Business Process& Applications Proessional, EnterpriseArchitecture Proessional, Technology ProductManagement & Marketing Proessional.

Managing Business Demand ToMaximize ValueBobby Cameron,Vice President,Principal Analyst

In these difcult economic times, many businessesare working to optimize the value delivered bylimited resources and so are their CIOs, through

eective IT demand management (IT DM). Importantany time, IT DM becomes vital when making toughtradeos. IT DM is an integrated set o IT processesthat aggregate and prioritize business demand,measure and report ITs resource usage, and

optimally allocate those resources. Participants inthis session will develop an understanding o IT DMand examine techniques or applying IT DM in tougheconomic times.This session is also relevant to theseroles: Application Development & ProgramManagement Proessional, Business Process& Applications Proessional, EnterpriseArchitecture Proessional, IT Inrastructure &Operations Proessional.

Case Study: BenchmarkingIT Budgets And DemandManagement ProcessesCraig Symons, Vice President,Principal Analyst

In a time o tight budgets, CIOs and theirbusiness peers seek to understand how theirspend on IT compares to similar frms. Butsmart CIOs understand that budget benchmarksare an incomplete frst step in determining theappropriateness o IT spend and a difcultfrst step at that. This session will, in case studyormat, present how Forrester has worked withdierent clients to frst create a useul peer group,second, understand the dierences with peers

and third, evaluate and describe improvements tthese clients demand management processes toptimize spend to value.This session is also relevant to theseroles: Application Development & Program

Management Proessional, Business Process& Applications Proessional, EnterpriseArchitecture Proessional, IT Inrastructure &Operations Proessional.

Program Management TheMissing Link In IT ValueCraig Symons,Vice President,Principal Analyst

Many IT organizations continue to struggle intheir ability to consistently derive value romIT-enabled business investments. While they haveinvested signifcant resources into maturing theirproject management and portolio managementcapabilities, they ailed to embrace programmanagement as the key to realizing portoliomanagements benefts. Expanding the scopeo the PMO to encompass enterprise programmanagement is a good frst step. By attending thisession, you will learn program managements rolin benefts realization, how to elevate the PMObeyond IT, and best practices in enterprise PMOs.This session is also relevant to theseroles: Application Development & ProgramManagement Proessional, Business Process& Applications Proessional, EnterpriseArchitecture Proessional.

TRACK B: ENTERPRISE ARCHITECTURE PROFESSIONALDriving Bottom-Line Value Through Enterprise ArchitectureThe time or EA practices with vague value propositions is over. To succeed, enterprise architects must directly enable

productivity improvements, operational eciencies, and new business capabilities. This track will provide enterprise architects

with the knowledge they need to drive business value in a weak economy and drive innovation in a boom time.

Moving Enterprise ArchitectureFrom Art To ScienceGene Leganza,Vice President,Research Director

EAs mission, above all, is to make the deliveryo business solutions more eective. EA veterans

appreciate the value o creativity and quickthinking in achieving this mission, but is there abetter way that relies less on key personalitiesand more on repeatable processes? In tougheconomic times, more than ever, consistentlydelivering EA and business innovation where itcounts is critical, and this depends in large parton ocusing your standardization eorts and bestpractices on the nurturing and support o suchinnovation.

When Worlds Collide: ReconcilingThe Enterprise Architecture,Application Development, AndOperational Views O

Applications (Panel Discussion)Mike Gilpin, Vice President, Research

DirectorThis session will review Forresters research onautomated application discovery (AAD) and howthree dierent views o applications need to beunderstood and reconciled in order to succeedwith it. We will share examples o how a lack oreconciliation can produce damaging results andsummarize key how-tos and benefts.This session is also relevant to theseroles: Application Development & ProgramManagement Proessional, IT Inrastructure &Operations Proessional.

Is Using External EA ConsultingServices Benecial For EAGroups In Dire Times?Jost Hoppermann,Vice President,Principal Analyst

Many enterprise architecture groups use an intern

consulting model to help projects and to drivegovernance. Use o external EA consulting serviceis not yet mainstream. However, the role o EA ischanging, and tough times like these require aleaner approach to EA. EA groups with insufcientresources should consider the help o externalvendors or tactical or strategic tasks or theymay have to collaborate with external enterprisearchitecture frms that have been hired by businesor IT. This session provides an overview o selectvendors in the EA consulting space, their oeringstheir approaches to deliver EA artiacts, and theirterms o engagement.

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10/2410 Register now atwww.orrester.com/itorum2009 or call 1 888/343-6786

Best Practices For GlobalEnterprise ArchitectureJost Hoppermann,Vice President,

Principal Analyst

An increasing number o frms are shiting theocus o their EA practice rom a local andnational approach to a more regional or globalone. This change in ocus aects the way thatarchitects must approach the various tasks theyneed to perorm to be successul. This sessionwill present case studies o global EA initiativesin multiple industries and identiy key challengesand best approaches to move toward global EA.

SOA Security Outlook For 2009And BeyondRandy Hener,Vice President,

Principal AnalystWhether SOA and Web services are used internallyor externally, security is a key requirement orsuccessul SOA. Services must be secure romattack, must efciently allow access by trustedparties, and must leave clear audit trails orregulatory and compliance reviews. The emergingWeb services standards or security envision asophisticated architecture enabling ederated, cross-technology security, but most SOA implementationstoday use much simpler approaches. For now,architects should take a pragmatic approach to SOAsecurity, but todays tactical investments should helpyou prepare or a more strategic, comprehensive

security architecture in the uture.This session is also relevant to theseroles: Application Development & ProgramManagement Proessional, Security & RiskProessional.

Application Platorm Directions:How Far Can You Go With YourIncumbents?John R. Rymer,Vice President,Principal Analyst

Recent years ushered in big innovations inapplication platorms. Even well-known platormsintroduced technology to add support ordeployment modularity and additional programming

models and languages, and new technologies likeAJAX, Java EE 6, and .NET 4.0 began to come intoview. The bottom line: New engines and APIs willbe sitting beneath the amiliar brand names andyour teams will have to determine what to useand when. Specialized platorms (BPM, businessrules, analytics) continued to grow. In addition,platorm-as-a-service has emerged as a actoror 2009 and 2010 decision-making. This sessiondescribes the landscape and the major decisionactors enterprises must consider or theirplatorm strategies.This session is also relevant to the CIO role.

Integration-Centric BPMS:Productivity Leaps AndOpportunities For InnovationKen Vollmer, Principal Analyst

Recent inormation rom real-world deploymentscontinues to point to signifcant gains inproductivity and innovation that are directlyattributable to the use o IC-BPMS tools.

These comprehensive integration and processimprovement solutions are one o the key waysto improve operational perormance, whichresults in bottom-line improvements. This sessionwill analyze several recent IC-BPMS eorts anddetermine lessons learned, best practices, andtrends that are applicable or uture deployments.

How Executing An Enterprise

Integration Strategy Can LowerYour CostsKen Vollmer, Principal Analyst

As enterprise architects strive to build a cost-eective enterprise integration strategy (EIS), theyace a wide range o options that include ESBs,BPM suites, ETL tools, integration appliances, andintegration-oriented SaaS platorms. This sessionwill outline the elements o an EIS and providerecommendations or how to apply them to meetthe organizations needs today and in the uture,while reducing operational and maintenancecosts.

Getting The Most Out OEnterprise Architecture ToolsGene Leganza, Vice President,Research Director

EA tools are more broadly used across theenterprise to improve quality, address increasingrisks and regulations, and develop road maps orthe uture. Optimum use o EA tools can increasethe eectiveness o your EA program, enablingyou to accomplish more with the same or ewerresources. This session will compare Forresters2008 survey o EA tool usage to the survey rom2006 and share the best practices or EA toolsimplementation in the largest enterprises.

The Business Architecture OEnterprise ArchitectureJe Scott, Senior Analyst

Kill two birds with one stone. Improveyour EA eectiveness while enhancing yourbusiness architecture skills by building a businessarchitecture model or the enterprise architecturepractice. A business architecture model will identiyyour core capabilities, clariy your value chain,and ocus your value proposition. This sessionwill explain what BA or EA is, what value it cangenerate, and how to get started.

Business Architecture: EAs NexEvolutionJe Scott, Senior Analyst

Interest in business architecture isgrowing dramatically. Although there is a greatdeal o discussion, there is little consensus aboutwhat business architecture is, how it should bepursued, and what value it delivers. EA teamsand business architecture teams have starteddeveloping their companies business architecturemodels. Architects who want to play a leading rolein business architecture development must startsoon or be let behind.

Tailoring SOA Governance ToYour Organization Is Key To SOASuccess

Randy Hener, Vice President,Principal Analyst

Youve launched your SOA governanceprogram and put together a credible lie-cyclemanagement process, but the ad hoc eel to thewhole SOA eort remains. You need to breathelie and excitement into making your SOA morecohesive and well managed, but the very mentioo the word governance brings yawns andskepticism. By combining straightorward succesmeasures and a ocus on delivering real value toprocess stakeholders, you can turn skepticismand indierence into enthusiasm and evangelism

The Enterprise Architects KeyRole In A Multisourcing StrategyAndrew Bartels, Vice President,Principal Analyst


The practice o contracting withmultiple service providers requires

IT organizations to extend their capabilitiesor contract management to inorm planningprocesses and EA tools. This integration willsupport the evolution o SOA, accommodatenew types o organizational models, andreduce costs while managing vendors better.But frst, architects must collect and analyze

contract inormation and integrate this datawith inormation about the more traditional EAassets to enable eective planning. This sessionwill show you how to incorporate critical contracinormation into your architecture road maps.This session is also relevant to the Sourcing &Vendor Management Proessional role.

In-Depth Tracks

TRACK B: CONTINUED

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TRACK C: APPLICATION DEVELOPMENT & PROGRAM MANAGEMENT PROFESSIONAL

Keeping Application Development Lean And Business-DrivenApplication development leaders are moving with increased urgency to change the key aspects o approach, architecture, and

technology that will give maximum competitive advantage and survivability to the business in these troubled times. This track will

deliver on a number o key themes aligned to this mission: lean sotware and other innovative approaches to development and

testing, portolio management and application strategy, measuring value, and new approaches to technology that can protect and

encourage innovation while lowering costs.

The Future O Sotware IsLean, Agile, Fit-To-Purpose, AndEcientJohn R. Rymer,Vice President,Principal Analyst


Most enterprises are awash inapplication suites, development tools, processes,

and platorms that have grown so large they nolonger resemble the clean and clear vision otheir original purpose. Lean sotware is emergingas the antidote to bloatware, enabling architectsand developers to rapidly assemble businesssolutions that deliver just in time the sotwarecapabilities the business requires both todayand tomorrow. In this session, we will discusswhat lean sotware is and how applicationdevelopment proessionals can incorporate leansotware into their sotware strategies or theuture.This session is also relevant to these roles: CIO,Enterprise Architecture Proessional.

Showdown At The Project Corral:Traditional Project DeliveryMeets Agile And Lean (A Point/Counterpoint Discussion)Mary Gerush,Analyst

Margo Visitacion,Vice President


Organizations have used project-oriented approaches to deliver sotwareapplications or decades. A number

o supporting practices project management,business analysis, and quality assurance arecritical or project success, and over the decades,

these practices have become what many wouldconsider mature. But newer concepts like Agiledevelopment and lean process managementchallenge traditional project delivery processes.

This session will explore the benefts andchallenges o traditional project delivery practicesand will provide actionable recommendations tostreamline processes and improve outcomes byincorporating Agile and lean approaches.This session is also relevant to the CIO role.

Great Business Analysts: FindThem, Grow Them, Empower ThemMary Gerush,Analyst

Its time to get serious about yourbusiness analysts skills, techniques, and tools.Why? Project success eludes you, poorly defnedrequirements cost your organization money, andcompetitive times demand improved customer

satisaction. Strong business analysts have thepower to help you overcome these challenges,and the time to leverage this power is now when times are tough and pressure to deliveris high. This session will help IT proessionalsunderstand the role o the business analyst,business analysis techniques and tools, anduture directions or this important role.This session is also relevant to these roles:Business Process & Applications Proessional,CIO, Inormation & Knowledge ManagementProessional.

Transorm Your ApplicationsThrough Business-Driven Testing

Margo Visitacion,Vice PresidentWorking within the boundaries o tighter

budgets means ocusing on delivering the mostvalue or the money and sotware testing in the21st century can be a key enabler. By drawingin necessary business insights and leveragingnew testing techniques, tools, and sourcingoptions, companies can make testing moreeective in shorter cycles. This presentation willdiscuss testing and sourcing strategies as wellas organizational changes and tools that can putquality at the oreront in a way that makes senseand brings greater value.

Bringing Product-CentricSotware Development ToService-Sector OrganizationsRoy C. Wildeman, Senior Analyst

What does product lie-cycle management (PLM)mean or a services organization where the productis not a manuactured good? Several important PLMprinciples and practices rom the manuacturingsector apply to services frms in industries likefnancial services, government, and telecomservices. But the traditional PLM applicationsmanuacturing-oriented capabilities dont always

ft the bill or services frms requiring productdevelopment IT proessionals to seek out andassemble more complementary application optionlike product catalogs, publishing unctionality, andother point solutions.

Application DevelopmentMetrics: Make Them ManageabAnd MeaningulMary Gerush,Analyst

Application development managers need to knowhow their teams and systems are perorming.But you manage multiple systems that servenumerous stakeholders, and most people hate tbe measured. By approaching app dev metricsin a purposeul way and tackling the challengeshead-on, you can leverage the strength o metricto improve your eectiveness without drowningin numbers, manual processes, and culturalpushback. This session will provide you with theinormation and tools you need to develop anapp dev metrics program that is manageable anmeaningul or your organization.

This session is also relevant to these roles:Business Process & Applications ProessionalCIO, Inormation & Knowledge ManagementProessional, IT Inrastructure & OperationsProessional.

Best Practices: Web ArchitecturFor Scalable, Blazing-Fast WebSites (Panel Discussion)Mike Gualtieri, Senior Analyst

James Staten, Principal Analyst

Customers want an increasingly rich,interactive experience, and their

tolerance or latency is approaching zero. To

ensure a blazing-ast Web site and to create a Wearchitecture that can keep pace with change, ollothese our industry best practices: 1) architectpages or speed; 2) know your code; 3) optimizeyour application architecture; and 4) partner withinrastructure and eCommerce proessionals.

This session will detail these best practices andnext practices and examine how Web architectureaects your companys bottom line.This session is also relevant to these roles:Enterprise Architecture Proessional, ITInrastructure & Operations Proessional.

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In-Depth Tracks

New Sotware ModelingApproaches Help Drive LeanSotware Development (A Point/Counterpoint Discussion)Diego Lo Giudice, Principal Consultant

Jerey S. Hammond, Principal Analyst


Modeling is a perennial topic ointerest among Forrester clients, butsometimes it seems as though it is atechnology that just cant quite cross

the chasm rom early adopters to mainstreamdevelopment shops. Forrester has identifed threesuccessul modeling archetypes that supportlean development shops through dierentapproaches. Diego and Jerey will introduce

Forresters modeling archetypes and then engagein a debate on the type o organization andbest practices you need to succeed with yourarchetype o choice.This session is also relevant to the EnterpriseArchitecture Proessional role.

Best Practices In Managing AndModernizing Your ApplicationPortoliosPhil Murphy, Principal Analyst

Application proessionals are struggling tocope with a mix o applications that range romcritically valuable to unctionally obsolete. Buthow do you get control o and manage a portolioo applications that spans 30 years or more oheterogeneous technology? Will the techniquesthat work or the early adopters global banksand fnancial services companies also workor smaller, single-location IT organizations?How do you cut through the hype o conictingvendor oerings? What is the current status o theavailable tools, and what does the uture hold orapplication portolio management?This session is also relevant to these roles: CIO,Enterprise Architecture Proessional.

Decision Management: A RisingForm o Dynamic BusinessApplicationsJohn R. Rymer,Vice President,Principal Analyst

Mike Gualtieri, Senior Analyst

Decision management is aimed atallowing the business to ex as needed torespond to opportunities and threats. Decisionmanagement is catching on as an applicationdevelopment approach in credit risk management,online consumer marketing, customer accountmanagement, loan origination, risk management,and collections. The tools and platorms ordecision automation range rom business-rulesplatorms to specialized environments employinganalytics, workows, and user interace designas well. This session will survey the landscape ooptions in decision management and discuss theprerequisites and risks o adopting the approach.This session is also relevant to the CIO role.

Best Practices For SotwareDevelopment ProcessesDave West, Senior Analyst

Over the past 20 years, there hasbeen continuous debate about which sotwaredevelopment process is best. Now that debatehas polarized into Agile/lean development versusother traditional approaches. Our research hasound that no one process is capable o solving

all development challenges and that organizationsneed to develop a hybrid approach to sotwaredevelopment. In this presentation, we willdescribe a ramework or thinking about processand evaluating where practices rom dierentprocess camps ft. We will then demonstrate theramework, describing best practices or eachperspective.This session is also relevant to the CIO role.

Developing For The Cloud:Enterprise Strategies For PrivateAnd Public Clouds (PanelDiscussion)Jerey S. Hammond, Principal Analys

This presentation will review Forresters researchon development or cloud computing and willocus on both considerations or outside theenterprise frewall and those or clouds within thfrewall. It will use examples o how each mightbe used along with dierent aspects to consider(e.g., transaction processing) and will summarizkey dierentiating aspects and present actorsabout when to choose each.This session is also relevant to these roles:Enterprise Architecture Proessional, ITInrastructure & Operations Proessional.

Developing ApplicationsUsing Advanced InormationArchitectureMike Gilpin,Vice President, ResearcDirector


Enterprises continue to struggle withinormation integration and access, especiallywhen dealing with many heterogeneous datasources and complex data structures. In additiobusiness users want data in real time that istightly integrated to improve business decisionsand speed critical business processes. This

session will examine the various technologiesand approaches associated with typical next-generation inormation architectures that you cause to implement new applications and businesintelligence dashboards. The session will alsooer recommendations on which ones are bestsuited or various usage scenarios.

TRACK C: CONTINUED

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TRACK D: INFORMATION & KNOWLEDGE MANAGEMENT PROFESSIONAL

Keeping Delivering Value With Inormation For LessIn uncertain times, there are three types o organizations: those that lose, those that survive, and those that create long-term

advantages. Smart IT organizations will seize the opportunity to leverage their most valuable assets their knowledge workers by

creating strategies to provide better inormation and tools or communicating and collaborating. This is not about surviving a down

economy. This is about IT creating an environment that drives better decisions smarter, aster, and cheaper.

Benchmarking Your CollaborationStrategyTed Schadler,Vice President, PrincipalAnalyst


Global organizations are wonderingi theyre getting the most out o their

collaboration investments. And what are theircompetitors and peers doing? This session will

lay out the critical success actors in a globalcollaboration program, analyze the technologyelements o an Inormation Workplace, introducecollaboration success metrics, and provide abenchmark assessment tool or measuring thesuccess o your own companys collaborationstrategy. This session will give attendees a wayto defne their contribution and measure theirsuccess.

Portals, Content, AndCollaboration: Is A Suite Or Best-O-Breed Right For You?Matthew Brown, Principal Analyst,Research Director

Vendors package portal, content, SocialComputing, and collaboration technologiesin a multitude o ways. Some, like Microsot,sell all-inclusive workplace platorms withstrong integration between the parts. Others letcustomers select just the capabilities they need.Participants in this session will learn the latest inhow top vendors like IBM, Microsot, Oracle, SAP,and others package and deliver these capabilitiesto customers.

BI Belt TighteningBoris Evelson, Principal Analyst

While overall IT budgets have become

targets or cost cutting, businessintelligence (BI) applications and inrastructureneed not all into the same category. Ratherthan cut BI costs across the board, this sessionwill recommend that Inormation & KnowledgeManagement proessionals use a more targetedapproach o BI consolidation and optimization,as well as an evaluation to see i lower-costtechnology alternatives are right or you.

This session will also review other alternativeapproaches such as BI SaaS, open source BI, andproducts rom smaller BI vendors.

Budgeting And Stang ForRecords ManagementBrian W. Hill, Senior Analyst

Increasingly, enterprises are strugglingwith the need to mitigate legal risk and at thesame time strictly control costs or applicationsthat support this imperative. Session attendeeswill get guidance rom soon-to-be-publishedForrester research on this topic and beneft romthe lessons learned rom enterprise recordsmanagement practitioners.

Going Green Will Generate MoreGreen ($)Connie Moore,Vice President,Research Director


The need to go green within businesseshas never been more compelling.

Whether you are compelled by last summersspike in energy prices or eel called to action byAn Inconvenient Truth or the recently publishedHot, Flat, and Crowded, its obvious thatbusinesses cannot ignore this imperative. Does

going green really deliver tangible, concrete valueto the enterprise? The answer is an overwhelmingyes whether its examining ofce peripherals orefciency, moving rom paper-based inormationto electronic-based inormation, having workerstelecommute, or conducting more businesselectronically through tools like telepresence orWeb conerencing.

Prioritizing Master DataManagement InvestmentsRob Karel, Principal Analyst

Inormation & Knowledge Managementproessionals spend much o their time trying

to convince senior management to supportand prioritize master data management (MDM)initiatives oten with disappointing results.

This challenge is even more apparent when oneis aced with a call or IT to do more with less.But the delivery o an MDM business capabilityshould not be viewed as a yes-or-no investmentdecision. This session will outline multiple entrypoints into MDM and a process or designing abusiness case that prioritizes the master dataneeds o the processes most important to yourbusiness.

A Phoenix Will Rise Millennial Innovation Will DriveThe New EconomyClaire Schooley, Senior Analyst


The era o North American and WesterEuropean companies competing on

the basis o cost advantage is long gone. Thesmartest organizations have already fgured out

that the greatest opportunity to compete in thenew economy will be rooted in the ability toout-innovate and out-design the competitionusing the energy and unique working ways o thenew Millennial generation. The way Millennialsinteract and drive new ideas orward provides thblueprint or how frms will need to act in the neeconomy, but this will require a undamental shiin culture. In this session, learn how IT can play arole in driving that shit.

Enterprise DatabaseVirtualization: A CompellingCase For InnovationJames G. Kobielus, Senior Analyst


To support real-time analytics,unstructured data, complex data

mining, and extreme data access perormance,databases and warehouses are evolving into avirtualized, cloud-based, and scalable distributeplatorm. Database virtualization allows the use multiple DBMSes and platorms simultaneouslyand transparently, regardless o their physicallocation. It supports a scalable, exible, availabland aordable platorm through a policy-drivenmanagement ramework and an end-to-endintegrated distributed-caching technologythat is automated. This session will examinevarious technologies and architectures that canhelp implement a database/data warehousevirtualization strategy. It will also include bestpractices, solutions, and case studies.

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In-Depth Tracks

Inormation & KnowledgeManagements Role In EnterpriseRisk ManagementKyle McNabb, Principal Analyst,Research Director

Boris Evelson, Principal Analyst

The economic environment, pendingregulation and legislation, and growing riskmanagement concerns will have many inormationand knowledge managers scrambling to fnd outhow inormation management technology fts intoan enterprise risk management puzzle. In thissession, well provide a ramework showing howto ft I&KM technologies into an organizationsenterprise risk management endeavors (BI andECM technologies sit in the middle o many).Doing so can help you avoid unnecessary costsand identiy new ways o using what you alreadyhave in order to improve on your existing riskmanagement programs.

Should You Run YourCollaboration And ProductivityTools In The Cloud?Ted Schadler,Vice President, PrincipalAnalyst

Sheri McLeish,Analyst

Low-cost and lightweight cloud-basedalternatives to productivity suites, email tools,and collaboration applications oer lightweightbut sufcient solutions or some worker segments.And thats driving more and more enterprises toquestion their blanket investments in on-premiseand licensed desktop sotware, specifcallytheir Microsot Ofce portolios. In 2009, itstime to consider careully the cloud-basedservice alternatives to on-premise and installedapplications. This session will introduce a three-step process or evaluating when and i youshould run collaboration and productivity tools inthe cloud.

The True Cost O Open SourceECMStephen Powers, Senior Analyst

Enterprise content management (ECM)projects have traditionally been time-consuming,resource-intensive, and expensive, and in thiseconomic climate, enterprises are looking toopen source in order to reduce costs. However,the idea that open source translates into reeis a major misconception. This presentation willidentiy the true costs o open source in multipleareas, including enterprise licensing, developmenoperations, customization, and support. It willreview the components that best lend themselvesto open source and the characteristics oorganizations that have the most potential or opesource success.

TRACK D: CONTINUED

TRACK E: SOURCING & VENDOR MANAGEMENT PROFESSIONAL

Adapting Your Sourcing Strategy And Tactics To Changing MarketsChanges in technology, buyer behavior, and economic conditions are driving rms to think dierently about sourcing strategies,

working with vendors, and measuring value. This track will ocus on best practices or sourcing and vendor management (SVM)

our current climate across areas including SaaS, SOA, cloud, mobility, outsourcing, multisourcing, and oshoring.

What You Should Know BeoreSigning A Contract With ADisaster Recovery ServiceProviderStephanie Balaouras, PrincipalAnalyst

Liz Herbert, Senior Analyst

Many companies turn to a disaster recoveryservice provider or a range o services romdata center and IT recovery to work-arearecovery services to mobile recovery units.

These contracts are highly complex, lengthy, andvery expensive. Beore signing a contract, its

critical to understand the ees, change policies,and cancellation policies. Services providersnow allow customers to select their contractlengths, negotiate service-level agreements, andeven change or cancel contracts under certainconditions. This session will cover key contractterms and considerations and help attendeesunderstand when to revisit or cancel existingcontracts.This session is also relevant to these roles:IT Inrastructure & Operations Proessional,Security & Risk Proessional.

Planning And Managing ForGlobal Delivery Success In AnEvolving MarketPaul Roehrig, Ph.D., Principal Analyst

IT services clients can buy services rom a US-headquartered frm and have 100% o deliveryrom Bangalore, or buy rom a Bangalore-basedfrm and have 100% o delivery rom the US.So which is the oshore provider now? Theanswer is both, and this means changing oldassumptions about oshore service delivery. Thebigger business question is: What does ongoingglobalization o service delivery mean or clients

that must balance risk and cost? This sessionwill highlight major changes in the global serviceprovider space and identiy what sourcing prosand service buyers can do to accrue value andmanage risk or their organizations.

Mainrame Negotiation BestPractices Driving The MetricsMechanics, And Math For AnOptimal Outcome

Brad Day,Vice President, Principal Analyst

Over the past several years, IBMs SystemZ ranchise has gone through a majortransormation. While some IT executives haveopted to migrate application workloads o themainrame onto distributed computing platormsmany are staying the course on IBMs SystemZ ootprint, targeting the System Z or runninglegacy sotware stacks, as well as new Java- and

Linux-led workloads. This session will help youunravel the complexities o how best to negotiatan optimal mainrame lie cycle, innovate inSystem Z systems architecture, and optimize theeconomics o a System Z ootprint over time.This session is also relevant to these roles:CIO, Enterprise Architecture Proessional, ITInrastructure & Operations Proessional.

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Assessing Oshore AlternativeGeographiesJohn C. McCarthy,Vice President,Principal Analyst

Rising risk management concerns and politicalturmoil are orcing more organizations to lookat low-cost alternatives to India as sources oIT talent. This session will look at the top 10alternatives to India: Argentina, Brazil, Mexico,Eastern Europe, Egypt, Russia, China, Malaysia,the Philippines, and Vietnam. It will not only lookat the geopolitical and macroeconomic issuesbut also the dierent local and oreign IT servicesproviders in each market because at the end othe day, frms are hiring a supplier, not a country,to do the work.

Squeezing More Value FromExisting Sotware Vendor

RelationshipsDuncan Jones, Senior Analyst

Liz Herbert, Senior Analyst

Ater the deal is inked, frms otenstruggle with ongoing relationship

management and maximizing value with theirsotware vendors. The recession is certainlyaecting the way sotware companies deal withtheir important customers, and customers need toadjust their strategies to ensure they are gettingthe maximum value out o their relationship. Thissession will answer: What metrics should frmstrack and how requently? How can frms leverageorces such as sotware-as-a-service, open

source, and new licensing models? When shouldfrms consider third-party maintenance services?

Getting Your Mobility CostsUnder ControlBrownlee Thomas, Ph.D., PrincipalAnalyst

Large organizations with global operationscomplain that mobility costs are outpacingspending on other network and telecomservices. They also expect mobility costs tokeep growing, including those or cellular voiceand data international roaming and remote-access support. To get control over mobility

costs, sourcing proessionals need a betterunderstanding o mobile spending patternsacross their organizations. This session will explorebest practices or sourcing mobility services,drawing on insight gained through client inquiries,Forrester sur veys, and consulting engagementswith large multinational organizations.

Activist Sourcing And The GlobalVendor Management OceJohn C. McCarthy,Vice President,Principal Analyst

The visibility o your vendor relationships hasincreased exponentially. C-level executives,concerned with increased risk and pressuredto get more value, are in turn scrutinizing howyou manage those relationships. So, while manyfrms have only started their vendor managementofces within the past 12 to 24 months, there isintense pressure to mature VMO processes rapidly.

This session will show vendor managers how tomove beyond the basics, gain more respect romthe business, and achieve the next level o valueby taking on a more activist role in sourcing.

Cloud IT Services The Next BigThing Or Just Marketing Vapor?

Paul Roehrig, Ph.D., Principal AnalystCloud computing is the latest

incarnation o Web-enabled computing perormedremotely rom the user in an environment basedon some amount o shared components. Butcloud computing likely wont remain a catchymarketing phrase or long. It will be a gamechanger or IT services clients and providersas many o the seemingly disparate hardwareand sotware technologies are maturing to helpcreate a real commercial cloud-based IT servicesoering. This session will explain how and whysourcing leaders should begin to actor cloud-based inrastructure oerings pending by the

major service providers into their plans.

Sotware Negotiation BestPractices: Adapting YourStrategy To Todays Economic AndTechnology Trends

Duncan Jones, Senior Analyst

2009 has been a tough year or IT sourcingproessionals who are acing unrealistic costreduction targets. It is particularly importantin this climate that IT buyers learn vendor-specifc tips and techniques or dealing withlarge sotware companies. They can also beneftrom understanding how technology trends

will aect the sotware industry over the nextcouple o years, and what that means or licensenegotiations now. This session will summarizewhat Forrester has learned rom helping hundredso clients with their sotware negotiations duringthe past 12 months.

Navigating The Myriad NewSourcing ModelsBill Martorelli, Principal Analyst

The move rom ull-scope outsourcing

to more selective outsourcing models is nowan accepted act, but the nature o outsourcingservices themselves is still evolving rapidly. A hosto nontraditional outsourcing models includingremote management, managed hosting, andeven emerging cloud services are vying withthe conventional on-premise model or a role inthe enterprise. This session will review competingoutsourcing models and help sourcing executivesunderstand the benefts, risks, and tradeos oemploying these alternatives. It will also oerguidelines on successully engaging with emerginsourcing suppliers.

Key Considerations For SaaS

Sourcing: Pricing, Contracts, AnDeploymentLiz Herbert, Senior Analyst

As SaaS prolierates into larger deployments,more application areas, and new geographies,sourcing strategies must evolve to keep pace.Key considerations include pricing and licensingnegotiations, contracts, and due diligence inareas around security without stiing thevalue or business empowerment that SaaShas the potential to enable. This session willdiscuss current trends in SaaS and help sourcinexecutives understand how they can best workwith business and IT leaders to make SaaS

deployments a successul part o an overallsotware sourcing strategy.

Partnering With Service ProvideTo Thrive: A 360-Degree View(Panel Discussion)Paul Roehrig, Ph.D., Principal Analys

Within a context o intense economic pressure,more clients are turning to technology serviceproviders or help. Some near-term goals areassociated with cost cutting, but smart technolodecision-makers are using the current conditionto drive changes inside their organizations sothat IT becomes less o a sunk cost (destined

or never-ending slash-and-burn) and more oa vital business enabler. Participants in thisinteractive session will get guidance rom clientdecision-makers workshopping real-worldscenarios with leading service providers on howto best collaborate or mutual success in times extreme economic pressure.

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In-Depth Tracks

TRACK F: BUSINESS PROCESS & APPLICATIONS PROFESSIONAL

Building Enterprise Value Through People And Process ExcellenceAs technology becomes more embedded in the business, executive stakeholders look or greater fexibility in their processes

and more eective ways to develop and retain talent. Business Process & Applications proessionals participating in this track

will learn how to align technology investments and deployment models with people and business process strategies or better

value. Topics will include packaged application strategies, ERP systems, and technologies that optimize customer relationship

management, human resource management, and nancial management.

Applications Strategies FromThe Business Process OwnersPerspectiveSharyn Leaver,Vice President,Research Director

Business process executives within HR, fnance,sales, and customer service are gaining more andmore control over business application budgets,

selection decisions, and implementations. Theresult: an ongoing struggle to balance business-defned requirements and app decisions withIT-defned application strategies and governancepolicies. This session will explore this shit inownership and its impact on Business Process &Applications proessionals.This session is also relevant to the CIO role.

Sotware-As-A-Service: When AndWhy (Panel Discussion)Paul D. Hamerman,Vice President,Principal Analyst

Zach Thomas, Senior Analyst

R Ray Wang,Vice President,Principal Analyst

With early roots in CRM, SaaS-basedapplications have grown into a popularalternative to on-premise businessapplications. Low upront costs, rapid

application deployment, and ast user adoptionare just a ew o the reasons why SaaSadoption continues to gain avor in the businessapplications market. But bringing SaaS-basedapplications into the organization not only can betricky and costly but also can create and increasetensions between business and IT personnel i notmanaged properly. In this panel discussion, welldiscuss emerging trends in SaaS, where and whenorganizations can leverage SaaS, and pitalls toavoid.This session is also relevant to the Sourcing &Vendor Management Proessional role.

Architecting IT For CustomerService ExcellenceChip Gliedman,Vice President,Principal Analyst

Natalie Petouho, Ph.D., SeniorAnalyst

Competitive pressures in themarketplace are placing increasing emphasis

on customer service as a dierentiator. However,eective customer service requires a robustand dynamic internal inrastructure that unitesmultiple disparate communication channels;underlies services or knowledge management,entitlements, and workow; and ties to multipledisparate internal systems. This session willdiscuss these systems challenges and providea set o alternatives or bringing those piecestogether to best meet customer needs.This session is also relevant to the CIO role.

Strategies For ManagingPackaged Sotware Costs OOwnershipPaul D. Hamerman,Vice President,Principal Analyst


Market conditions increase the pressure onBusiness Process & Applications proessionalsto reduce their packaged sotware ownershipcosts while maintaining existing unctionalityand meeting changing ser vice requests. Asbusiness drivers ocus on operational efciencyand regulatory compliance, learn what strategiesleading companies are deploying to ree upunds or new investment while reducing costs.

The session will review strategies across thesotware ownership lie cycle rom selection andimplementation to utilization, maintenance, andretirement.This session is also relevant to theseroles: Application Development & ProgramManagement Proessional, CIO, Sourcing &Vendor Management Proessional.

Measuring The Value O TalentManagement Processes AndTechnologyZach Thomas, Senior Analyst

HR technologies span numerous processes romthe strategic, like recruitment and perormancemanagement, to the more transactional, likepayroll and benefts. For the strategic processes

especially, HR and IT proessionals oten havedifculty quantiying the hard benefts or value othese solutions in the orm o ROI or a businesscase. This session will present a rameworkor demonstrating the return on investment orstrategic HR talent management solutions.

How To Risk-Proo Your CRMProjectWilliam Band,Vice President,Principal Analyst

To pinpoint the real-world pitalls that can trip uCRM initiatives, Forrester surveyed more than 10organizations currently using one o 24 leading

CRM solutions. We ound that there are plentyo risks to worr y about, but savvy companiescan use best practices to avoid the dangers oworking with vendors that sink CRM projects. Inthis session, you will learn how to use ForrestersCRM project risk evaluation criteria and sel-assessment tool to anticipate and remediate problems beore they can sink your project.

The Future Direction O FinanciManagement ApplicationTechnologyPaul D. Hamerman,Vice President,Principal Analyst

Financial management processes are under newscrutiny and regulation. The economic climate hacreated pressure to proactively save money bystreamlining fnance processes while also creatinefciencies through technology investment.

This session will help illuminate the state ofnancial management processes, IT solutions,and recommended technology planning or theuture based on new research using Forresters

TechRadar methodology.

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Mastering EnterpriseApplications Licensing AndPricing Strategies (PanelDiscussion)

R Ray Wang,Vice President, Principal AnalystRapid changes in business models and marketdynamics require new approaches to the client-vendor relationships. As interest in enterpriseagreements, SaaS, BPO, and virtualization gaintraction in an economic recession, BusinessProcess & Applications proessionals shouldlearn what impact these trends will have on theirexisting and uture agreements. More importantly,fnd out how vendors are working with theircustomers to simpliy pricing and licensing whilemeeting requirements in todays business climate.This session is also relevant to these roles:Sourcing & Vendor Management Proessional,Technology Product Management & Marketing

Proessional.

Centralized Versus DecentralizedApplications And Processes InConsumer-Facing FirmsGeorge Lawrie, Principal Analyst

Firms like banks or retailers that need to deployskilled advisors or merchandise in locations thatare convenient to consumers ace a challengein determining which data and processes tocentralize and which to distribute remotely.

Trends toward experience-based dierentiation,consumer centricity, and cross-channel

interactions together with changes in app andprocess oundation technologies raise newopportunities and threats or frms deciding howbest to manage the perennial centralization/decentralization dilemma in light o current

business pressures and technical capabilities.Forrester will share its research fndings andobserved best practices rom consumer-acingfrms in adapting apps and processes to exploitnew opportunities and minimize new risks.

Multichannel CustomerCommunication Investments ThatPay OCraig Le Clair, Principal Analyst

Enterprises struggle to reduce costs and improvequality o print and Web-based output. This sessionreviews leading trends rom active research oncustomer communication management including

use o BPM, CCM, ECM, and marketing apps todrive improved customer experiences. The sessionwill also highlight best practices to save money bymoving rom print to e-transaction.

Lean BPM: Trimming The FatFrom Your Process InitiativesClay Richardson, Senior Analyst

The business process management(BPM) landscape is littered with bloated toolsand projects that balloon out o budget and outo scope. In order to survive, BPM initiatives mustadopt lean strategies designed to eliminate wasteand accelerate delivery. This session will explain

how leading companies are moving toward BPMbest practices and tools that support lean BPMprinciples, including BPM sotware-as-a-service(SaaS), BPM rameworks, and Agile developmenThis session is also relevant to the Application

Development & Program ManagementProessional role.

ERPs Evolving Landscape:Implications For ApplicationsProessionalsPaul D. Hamerman,Vice President,Principal Analyst


As the ERP applications market evolves, SAPand Oracle will attempt to gain more marketshare with vertical and midmarket plays and locin recurring revenues with customer retention

strategies. Several other viable choices remain,particularly or those placing a premium onvertical expertise and geographic specialization.

This session will describe the uture o ERP,discuss the go-to-market and product innovationstrategies o the key vendors, and examine thestrategic choices available or IT applicationsproessionals in managing enterprise applicationportolios.This session is also relevant to the ApplicationDevelopment & Program ManagementProessional role.

TRACK G: IT INFRASTRUCTURE & OPERATIONS PROFESSIONAL

Streamlining Inrastructure & Operations To Enable A Leaner BusinessFacing constrained budgets is nothing new to seasoned IT Inrastructure & Operations (I&O) proessionals who have been

virtualizing, consolidating, and automating or some time. But with a changing workorce stretching IT thin by orcing support

or more applications and inrastructure, cloud computing challenging the way in which IT delivers services, and unied

communications reshaping how ITs increasingly distributed and mobile workorce stays connected, its time to prioritize project

that benet the business most.

Key Storage Strategies For ADown Economy

Andrew Reichman, Senior AnalystStorage represents a signifcant part

o the enterprise IT budget and is a critical linkin the chain o delivering high-perormanceapplications and protecting critical data. Thedown economy will require organizations to cutcosts deeply, and this session puts the spotlighton storage as a key area o ocus or improvedefciency and better economics. This session willocus on ways to reduce overall costs in storagewithout jeopardizing availability or data security.

Key Considerations For Your NextData Center

Galen Schreck, Principal AnalystBuilding, leasing, or colocating a data

center is more complicated than ever beore. Thissession will discuss the key elements you shouldconsider when making the business decision tobuild or lease. And youll learn how to build a strongset o selection criteria when youre ready to write theRFP. Key topics this session will cover are decidingwhether to build or lease your next data center,understanding data center acilities and uturetrends, key selection criteria or a good RFP.

This session is also relevant to the Sourcing &Vendor Management Proessional role.

Strategies To Create EciencieIn The Branch Oce

Chris Silva,AnalystIT is increasingly approached to drive

efciency in the business that results in savingsor the bottom line. As more efcient technologiehave taken hold in the home ofce and the datacenter, the remaining bastion o inefciency is inthe branch. This session will explore technologieand specifc vendor oerings that Forrester haswitnessed to bring efciency and lean technologinto a consolidated branch ofce.This session is also relevant to these roles:Enterprise Architecture Proessional, Sourcing& Vendor Management Proessional.

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18/2418 Register now atwww.forrester.com/itforum2009 or call 1 888/343-6786

Network Strategic Planning ForChallenging Times

Phil Sayer, Principal AnalystCorporate network trafc is

growing at unprecedented rates as VoIP, IP

videoconferencing, collaboration applications,

and data center centralization/server

virtualization projects become universal. At the

same time, WAN budgets are being frozen or

cut. Without a strategic plan, there is a danger

of cost explosion and service degradation. The

session will overview the issues facing executives

responsible for networks and why strategic

planning is the answer.This session is also relevant to these roles: CIO,Enterprise Architecture Professional.

Supporting The Anytime,Anywhere WorkerBenjamin Gray,Analyst

With the proliferation of notebooks,

smartphones, and everything in between, your

workforce has become increasingly distributed

and mobile. IT organizations are being challenged

further by Technology Populism forcing support for

consumer applications and infrastructure, cloud

computing redening how IT delivers services, and

unied communications changing how workers stay

connected. This session will cover best practices in

providing better support to your anytime, anywhere

workers.

This session is also relevant to these roles: CIO,Enterprise Architecture Professional, Sourcing& Vendor Management Professional.

How To Develop A PragmaticUC Strategy During Challenging

TimesElizabeth Herrell,Vice President,Principal Analyst

Unied communications (UC) is a transformative

technology, and its solutions provide the ability

to signicantly accelerate business processes

and increase productivity. However, during a slow

economy, it is important to focus on a realistic

strategy for implementing UC. This session willdiscuss how to build cross-functional support for

UC and quantify UC benets for your organization.

The session will also take a close look at what

vendors are offering, innovative pricing models,

and how you can identify the best solution for your

business.This session is also relevant to these roles:Business Process & Applications Professional,CIO, Enterprise Architecture Professional,Information & Knowledge ManagementProfessional, Technology Product Management& Marketing Professional.

Greening Your IT For BusinessValue (Panel Discussion)

Doug Washburn,AnalystDont be fooled: Green IT is as much

about the greenback as it is about reducing the

environmental impact of operating IT. And the

successful execution of most green IT projects

ultimately falls on the shoulders of the IT ops

professional. To assist IT ops professionals

in moving their organizations from green IT

awareness to action with a solid business case

in hand this session will provide a denition

of green IT and its relevancy to your organization,

an understanding of the economics of green IT,

and examples of green IT in action that deliver

nancial value.This session is also relevant to these roles: CIO,Enterprise Architecture Professional.

How Cloud Computing Can Drive

Greater Data Center Efcie

Documents

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