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Conference Information
May 1922, 2009 The Palazzo Las Vegas
Forresters IT Forum 2009

Dear colleague,
Rede ning ITs Value To The Enterprise

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 information 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 like globalization, business resiliency, exibility, and sustainability. At Forresters IT Forum 2009, well help you rede ne 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 speci c 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-OnOne 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 Blog For CIOs: http://blogs.forrester.com/cio/
Your Role, Your Priorities, Your Success Weve got you covered!
Redefining ITs Value To The Enterprise

In a climate where cost-cutting can come easier than double-digit revenue growth, a bottom-line focus has never been more important for IT. But IT can also position itself to emerge from this period in much better shape than when it entered.
Track A: CIO
Setting IT Strategies For Turbulent Times
Track B: Enterprise Architecture Professional

Driving Bottom-Line Value Through Enterprise Architecture
Forresters IT Forum 2009 is an entire event dedicated to helping you redefine ITs value
to the enterprise. Whether its assembling requirements for leaner software, sifting 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 justify investments. Join your peers in one of our nine role-focused tracks or select a curriculum that best suits your needs. Bring your colleagues too! With more than 100 track sessions to choose from, theres something for everyone.
Track C: Application Development & Program Management Professional

Keeping Application Development Lean And Business-Driven
Track D: Information & Knowledge Management Professional
Delivering Value With Information For Less
Why Attend?
Benefit from the unbiased expertise of Forrester analysts. Identify opportunities for intelligent cost saving. Separate hype from utility. Meet one-on-one with Forrester analysts. Network with peers in your role. Meet leading vendors and discover emerging technologies.
Track E: Sourcing & Vendor Management Professional
Adapting Your Sourcing Strategy And Tactics To Changing Markets
Track F: Business Process & Applications Professional
Building Enterprise Value Through People And Process Excellence
Experience the Forrester Research difference:

A more comprehensive view. Our event doesnt stop at the technology. Well spend as much time if 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 save time, reduce risk, and maximize returns. Award-winning client service. Forrester was voted 2008 Analyst Firm of the Year by the Institute of Industry Analyst Relations and ranked the number one overall analyst firm by the Knowledge Capital Group for the third consecutive year.
Track G: IT Infrastructure & Operations Professional
Streamlining Infrastructure & Operations To Enable A Leaner Business
Track H: Security & Risk Professional
Protecting Your Data; Safeguarding Your Reputation
Track I: Technology Product Management & Marketing Professional
Thriving In An Evolving Economy
Save $200! Register by April 3, 2009
Keynote Sessions
Powerful Content. Exceptional Industry Speakers.

Making Value Core To ITs Business
Bobby Cameron, Vice President, Principal Analyst, Forrester Research
Dont be confused! IT has no worth on its own ITs value results from business operations enabled by IT and exists only if the business user sees it. Clear identification, communication, and management of ITs impact on business results increasingly defines the effectiveness of the IT organizations interactions with the other business groups and drives the shift in ITs role from a utility to a partner player in the business. And the understanding and management of 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 from, and how is it measured? How does business perception of ITs value drive key processes like service portfolio management and IT demand management? Whos doing a good job of creating an understanding of ITs value and using it to manage the business-IT relationship?
Saving, Making, And Risking Cash With Cloud Computing (Panel Discussion)
Ted Schadler, Vice President, Principal Analyst, Forrester Research John R. Rymer, Vice President, Principal Analyst, Forrester Research James Staten, Principal Analyst, Forrester Research Chenxi Wang, Ph.D., Principal Analyst, Forrester Research
Can cloud computing really save you money in a recession? Not since the early days of the Internet 1.0 have we seen so much hype and confusion over how applications are hosted and delivered. But what exactly is cloud computing? What part of 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 facets of cloud computing and separate cloud myth from computing reality so you can build a cloud strategy for 2009 and beyond. By attending this session, you will be able to: Master the market sectors and workloads of cloud computing Catalog cloud computing business benefits and IT risks Anchor your cloud computing strategy with facts and clarity Understand the cloud computing strategies of the major providers
Three Megatrends Reshaping The Tech Sector

Thomas Mendel, Ph.D., Vice President, Research Director, Forrester Research
Short-term, bottom-line focus is a necessary but insufficient requirement for long-term business growth. Now is the right time for strategists at companies across all industries to rethink their strategic position and portfolio, in order to capitalize on 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 of IT. By attending this session, you will gain information on: Understanding the changing tech sector market dynamics Predicting how vendors will react to these changes Gathering input for your companys strategic plan
Business Optimization: Lean And Green

Richard M. Soley, Ph.D., Chairman and Chief Executive Officer, Object Management Group
Dealing With Disruption

Tom Peck, Senior Vice President and CIO, Levi Strauss
In this industry, we often talk of disruptive technologies, but market conditions have taken the concept of disruption to a whole new level. To cope with and sometimes take advantage of 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 fundamental, lasting principles: Simplify everything; deliver capabilities, not projects; apply lean and Six Sigma to processes; and reshape your talent mix accordingly.
The economic downturn means that business operations need to be rationalized and made lean and green, all without dropping business capabilities and no one is better positioned than the CIO to make that happen. The key interrelated trends serviceoriented 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 future-speak. The CIO of today is at the center of organizational change, and Dr. Soley will share insights and experiences from OMGs communities of interest that point that way. Key points will include: Very few members of the executive suite see the whole business, and the CIO is the one best positioned to green, streamline, and optimize. If IT is a pure cost center, 2009 will be rough; strategies to provide value to the entire enterprise are critical to surviving the onslaught of the current economy. Lessons that started inside the IT industry (like SOA) and outside (like BPM) are critical to the lean, green, optimized organization.
Register now at www.forrester.com/itforum2009 or call 1 888/343-6786
Enabling Business Strategy Through IT: The UPS Approach

David Barnes, Senior Vice President and CIO, UPS
Protecting And Promoting Innovation At BP

Dana Deasy, VP and Group CIO, BP
In these troubled economic times, it is more critical than ever to take a rigorous approach to IT prioritization and investment. At UPS, one of 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 for which technology is the enabler. Mr. Barnes will discuss the UPS approach to IT decision-making, where first and foremost IT must deliver on the No. 1 priority of growing revenues, while also driving efficiencies 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 of information technology should be to help the company grow
Whether its emerging delivery models, social computing tools, or more entrenched trends like SOA, anything new stands to receive additional scrutiny in this climate. Dana Deasy, VP and Group CIO of BP, will discuss how his organization is protecting and promoting innovation as a pathway out of a down economy. He will share best practices and lessons learned within BP by answering the following questions: Does BP still believe that innovation (from IT or involving IT) is critical in this climate? How does Dana and his organization define innovation is it looking for Big Bang innovation, or more incremental changes? Whats the funding, vetting, and governance model around innovation at BP?
Tough Times: Opportunity For Innovation And Corporate Makeover

Gary Heil, Founder, CEO, Center for Innovative Learning
Attend A Pre-Forum Workshop!

Special discounted rates for IT Forum 2009 attendees. (See page 23 for details.)
It has been said that tough times dont build character; however, tough times do expose character. Challenging times provide a unique opportunity for leadership to accelerate the very change they seek. As the margin for error decreases, the effects of every decision a leader makes are magnified. In this practical presentation, from a leading expert on innovation who has led his own team through challenging times as a director and executive, Gary Heil shares with audiences: How to engage employees to help craft the organizations future during challenging times and better prepare the organization for economic improvement Why leaders act more authentically in times of crisis and how they can make different choices to allow their team to make a better contribution Why the values we choose are amplified in times of great challenge. How to craft a strategy with a optimistic attitude, humble heart, and open mind that moves past basic survival and prepares your business for the future
The IT Balanced Scorecard
May 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 with business strategy and demonstrating the value of IT to its business counterparts. The IT Balanced Scorecard is a powerful framework that goes beyond being just another metrics system; its a strategic management and measurement system capable of transforming an organization and delivering breakthrough performance. Using the IT Balanced Scorecard creates a common language between IT and business stakeholders, making it easier to align strategies and measure and communicate value. Scorecard perspectives include alignment, value, IT budget, user perspectives, optimizing IT processes, and improving staff and organizational capabilities.
Justifying Technology Investments
May 18, 2009 8:00 a.m.5:00 p.m.

Robert Cormier, Principal Consultant, Forrester Research
Techno Innovation Demonstrations

IT Forums Techno Innovation Demonstrations are your first glimpse at new and alternative technologies that will provide solutions to your current business needs. View innovative products and services selected by Forrester analysts that will stretch the boundaries of what youd previously thought impossible.
The economic downturn has IT executives scrambling to defend budgets, avoid cutbacks, and help the business survive. In this interactive one-day Workshop, learn the fundamentals for building effective business cases for technology investments by applying Forresters proven Total Economic Impact methodology. Forrester analysts help you learn how to build sound business cases; easily understand basic financial concepts; quantify business benefits, risks, and flexibility options; and prioritize and communicate with business stakeholders and management. Then, apply your learning in exercises and a case study, finally building an action plan to incorporate an improved technology business case process within your organization.
Expert Advice
Meet one-on-one with Forrester analysts.
Consistently rated as one of the most popular features of Forrester Events, One-On-One Meetings give you the opportunity to discuss the unique business and technology issues facing your organization with Forrester analysts. Forum attendees may schedule up to two 20-minute One-On-One Meetings with the Forrester analysts of their choice, depending on availability.
Participating Analysts:
CIO
Bobby 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 Kyle McNabb, Principal Analyst, Research Director Connie Moore, Vice President, Research Director Stephen Powers, Senior Analyst Clay Richardson, Senior Analyst Ted Schadler, Vice President, Principal Analyst Claire Schooley, Senior Analyst Chris Silva, Analyst James Staten, Principal Analyst Christopher Voce, Analyst Doug Washburn, Analyst
Security & Risk Professional

Andras Cser, Senior Analyst Andrew Jaquith, Senior Analyst Khalid Kark, Principal Analyst John Kindervag, Senior Analyst Chris McClean, Analyst Jonathan Penn, Vice President Chenxi Wang, Ph.D., Principal Analyst
Enterprise Architecture Professional

Randy Heffner, Vice President, Principal Analyst Jost Hoppermann, Vice President, Principal Analyst Gene Leganza, Vice President, Research Director Henry Peyret, Principal Analyst Jeff Scott, Senior Analyst Ken Vollmer, Principal Analyst
Sourcing & Vendor Management Professional

Liz Herbert, Senior Analyst Duncan Jones, Senior Analyst Bill Martorelli, Principal Analyst John C. McCarthy, Vice President, Principal Analyst Paul Roehrig, Ph.D., Principal Analyst Brownlee Thomas, Ph.D., Principal Analyst
Technology Product Management & Marketing Professional

Jennifer Belissent, Ph.D., Senior Analyst Eric G. Brown, Vice President, Research Director Peter Burris, Principal Analyst, Research Director Tim Harmon, Senior Analyst Laura Ramos, Vice President, Principal Analyst Scott Santucci, Senior Analyst
Application Development & Program Management Professional

Mary Gerush, Analyst Mike Gilpin, Vice President, Research Director Michael Gualtieri, Senior Analyst Jeffrey 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
Business & Process Applications Professional

William Band, Vice President, Principal Analyst Chip Gliedman, Vice President, Principal Analyst Paul D. Hamerman, Vice President, Principal Analyst George Lawrie, Principal Analyst Sharyn Leaver, Vice President, Research Director Natalie Petouhoff, Ph.D., Senior Analyst Zach Thomas, Senior Analyst
Vendor Strategy Professional

Chris Andrews, Principal Analyst Andrew Bartels, Vice President, Principal Analyst Henry Dewing, Principal Analyst Jean-Pierre Garbani, Vice President, Principal Analyst Frank E. Gillett, Vice President, Principal Analyst TJ Keitt, Analyst Christopher Mines, Senior Vice President Stefan Ried, Ph.D., Senior Analyst
IT Infrastructure & Operations Professional

Stephanie Balaouras, Principal Analyst Brad Day, Vice President, Principal Analyst Benjamin Gray, Analyst Elizabeth Herrell, Vice President, Principal Analyst Evelyn Hubbert, Senior Analyst Natalie Lambert, Principal Analyst Glenn ODonnell, Senior Analyst Andrew Reichman, Senior Analyst Phil Sayer, Principal Analyst Galen Schreck, Principal Analyst
Information & Knowledge Management Professional

Matthew 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

Event Agenda
8:00 a.m.6:00 p.m. 12:001:00 p.m. 1:001:20 p.m. 1:201:35 p.m. 1:352:20 p.m. 2:202:35 p.m. 2:353:15 p.m. 3:154:00 p.m. 4:004:15 p.m. 4:155:00 p.m. 5:005:15 p.m. 5:156:00 p.m. 6:007:00 p.m. 7:308:30 a.m. 7:308:20 a.m. 8:308:40 a.m. 8:409:25 a.m. 9:2510:10 a.m. 10:1010:55 a.m. 10:5511:35 a.m. 11:35 a.m.12:20 p.m. 12:201:45 p.m. 1:452:30 p.m. 2:302:45 p.m. 2:453:25 p.m. 3:254:10 p.m. 4:104:55 p.m. 4:555:15 p.m. 5:156:00 p.m. 6:007:15 p.m. 7:308:30 a.m. 8:308:35 a.m. 8:359:20 a.m. 9:2010:20 a.m. 10:2011:00 a.m. 11:0011:45 a.m. 11:4511:55 a.m. 11:55 a.m.12:35 p.m. 12:352:00 p.m. 2:002:45 p.m. 2:453:00 p.m. 3:003:45 p.m. 3:454:00 p.m. 4:004:45 p.m. 4:455:45 p.m. 5:456:00 p.m. 7:308:30 a.m. 8:309:15 a.m. 9:159:30 a.m. 9:3010:15 a.m. 10:1510:30 a.m. 10:3011:15 a.m. 11:1511:30 a.m. 11:30 a.m.12:15 p.m. 12:15 p.m.
May 1922, 2009 The Palazzo Las Vegas, Nev.

* Event schedule is confirmed as of the date of this publication. View the detailed agenda at www.forrester.com/itforum2009
TUESDAY, MAY 19, 2009
Event Registration Welcome Reception Welcome To IT Forum 2009 George F. Colony, Chairman of the Board and CEO, Forrester Research Setting The Stage: Redefining The Value Of IT Tom Pohlmann, Vice President, Information Technology Research, Forrester Research Making Value Core To ITs Business Bobby Cameron, Vice President, Principal Analyst, Forrester Research Intermission Platinum Sponsor Keynote Enabling Business Strategy Through IT: The UPS Approach David Barnes, Senior Vice President and CIO, UPS Intermission Track Sessions Intermission Track Sessions Networking Reception In The Technology Showcase Sponsored By IBM Event Registration And Continental Breakfast Breakfast Presentation By MindTree Day Two Opening Remarks Tom Pohlmann, Vice President, Information Technology Research, Forrester Research Three Megatrends Reshaping The Tech Sector Thomas Mendel, Ph.D., Vice President, Research Director, Forrester Research Business Optimization: Lean And Green Richard M. Soley, Ph.D., Chairman and Chief Executive Officer, Object Management Group Morning Break In The Technology Showcase Platinum Sponsor Keynote IBM Dealing With Disruption Tom Peck, Senior Vice President and CIO, Levi Strauss Lunch And Dessert In The Technology Showcase Track Sessions Intermission Guest Executive Forums Afternoon Break In The Technology Showcase Track Sessions Intermission Track Sessions Networking Reception In The Technology Showcase Event Registration And Continental Breakfast Day Three Opening Remarks Tom Pohlmann, Vice President, Information Technology Research, Forrester Research Protecting And Promoting Innovation At BP Dana Deasy, VP and Group CIO, BP Techno-Innovation Demonstrations Morning Break In The Technology Showcase Track Sessions Intermission Guest Executive Forums Lunch And Dessert In The Technology Showcase Track Sessions Intermission Track Sessions Intermission Saving, Making, And Risking Cash With Cloud Computing Ted Schadler, Vice President, Principal Analyst, Forrester Research; John R. Rymer, Vice President, Principal Analyst, Forrester Research; James Staten, Principal Analyst, Forrester Research; Chenxi Wang, Ph.D., Principal Analyst, Forrester Research Tough Times: Opportunity For Innovation And Corporate Makeover Gary Heil, Founder, CEO, Center for Innovative Learning Closing Remarks Tom Pohlmann, Vice President, Information Technology Research, Forrester Research Continental Breakfast Track Sessions Intermission Track Sessions Intermission Track Sessions Intermission Track Sessions Event Ends With Boxed Lunch
Wednesday, MAY 20, 2009
THURSDAY, MAY 21, 2009
Friday, MAY 22, 2009
All track themes and sessions are subject to change.
In-Depth Tracks
TRACK A: CIO
Setting IT Strategies For Turbulent Times
The 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 signi cantly 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 Structure
Alexander Peters, Ph.D., Principal Analyst 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 IT organization and address common mistakes and roles that change when moving to lean IT.
CIOs: Understanding The Financial Impact Of Green IT

Doug 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 bene ts of using IT as enabler of the green enterprise can elevate 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, IT Infrastructure & Operations Professional, Technology Product Management & Marketing Professional, Sourcing & Vendor Management Professional.
Best Practices For IT Financial Management

Craig Symons, Vice President, Principal Analyst Chargeback for IT remains controversial in many organizations and is not widely adopted; however, treating all or even part of IT costs as a corporate expense can distort accounting and make it dif cult 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 to make rational decisions about their demand for IT, which results in improved value from IT investments. This session will provide information on the difference between nancial management and chargeback and how to get started in implementing IT nancial management. This session is also relevant to these roles: Business Process & Applications Professional, Enterprise Architecture Professional.
The Total Economic Impact (TEI) Methodology: A Foundation For Sound Technology Investments
Chip Gliedman, Vice President, Principal Analyst 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 evaluating technology investments to evaluate and communicate the cost, bene t, 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.
Transforming IT For Lean Times: Planning The Transition

Marc Cecere, Vice President, Principal Analyst CIO planning efforts must take into account an organizations 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 re ne their strategies into realistic and workable transformation plans.
Business Capability Maps Connect IT Costs To Business Results

Alex Cullen, Vice President, Research Director Jeff Scott, Senior Analyst A persistent challenge for CIOs made even more important in todays economic climate 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 execs 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 Professional, Enterprise Architecture Professional.
Service Portfolios De ne ITs Business Technology Strategy

Alexander Peters, Ph.D., Principal Analyst The 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 de ning and structuring their services catalogs and portfolio management processes.
How The Best Consulting Firms Redesign IT Shops

Marc Cecere, Vice President, Principal Analyst Before 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.
TRACK INTENSIVE
Roll up your sleeves. This 90-minute, hands-on session will provide you with a road map to address key challenges.
How To Structure And Fund Innovation In A Tactical Business Climate

obby Cameron, Vice President, B Principal Analyst Top execs have held out business innovation as a primary source of growth for years, but during tough economic times, many firms hunker down and hibernate, shifting to a cost-cutting, tactical approach to investments. Costs have to be contained, sure, but innovation can help develop the agility to increase options for survival and recovery and to accelerate out of the downturn. Participants in this session will examine how some firms keep business innovation alive, even while cutting costs, and understand ITs role in sustaining business innovation. This session is also relevant to these roles: Application Development & Program Management Professional, Business Process & Applications Professional, Enterprise Architecture Professional, Technology Product Management & Marketing Professional.
effective IT demand management (IT DM). Important any time, IT DM becomes vital when making tough tradeoffs. IT DM is an integrated set of IT processes that aggregate and prioritize business demand, measure and report ITs resource usage, and optimally allocate those resources. Participants in this session will develop an understanding of IT DM and examine techniques for applying IT DM in tough economic times. This session is also relevant to these roles: Application Development & Program Management Professional, Business Process & Applications Professional, Enterprise Architecture Professional, IT Infrastructure & Operations Professional.
and third, evaluate and describe improvements to these clients demand management processes to optimize spend to value. This session is also relevant to these roles: Application Development & Program Management Professional, Business Process & Applications Professional, Enterprise Architecture Professional, IT Infrastructure & Operations Professional.
Program Management The Missing Link In IT Value

Craig Symons, Vice President, Principal Analyst Many IT organizations continue to struggle in their ability to consistently derive value from IT-enabled business investments. While they have invested significant resources into maturing their project management and portfolio management capabilities, they failed to embrace program management as the key to realizing portfolio managements benefits. Expanding the scope of the PMO to encompass enterprise program management is a good first step. By attending this session, you will learn program managements role in benefits realization, how to elevate the PMO beyond IT, and best practices in enterprise PMOs. This session is also relevant to these roles: Application Development & Program Management Professional, Business Process & Applications Professional, Enterprise Architecture Professional.
Case Study: Benchmarking IT Budgets And Demand Management Processes

raig Symons, Vice President, C Principal Analyst In a time of tight budgets, CIOs and their business peers seek to understand how their spend on IT compares to similar firms. But smart CIOs understand that budget benchmarks are an incomplete first step in determining the appropriateness of IT spend and a difficult first step at that. This session will, in case study format, present how Forrester has worked with different clients to first create a useful peer group, second, understand the differences with peers
Managing Business Demand To Maximize Value

Bobby Cameron, Vice President, Principal Analyst In these difficult economic times, many businesses are working to optimize the value delivered by limited resources and so are their CIOs, through
Track B: Enterprise Architecture Professional

Driving Bottom-Line Value Through Enterprise Architecture
The time for EA practices with vague value propositions is over. To succeed, enterprise architects must directly enable productivity improvements, operational efficiencies, 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 Architecture From Art To Science
Gene Leganza, Vice President, Research Director EAs mission, above all, is to make the delivery of business solutions more effective. EA veterans appreciate the value of creativity and quick thinking in achieving this mission, but is there a better way that relies less on key personalities and more on repeatable processes? In tough economic times, more than ever, consistently delivering EA and business innovation where it counts is critical, and this depends in large part on focusing your standardization efforts and best practices on the nurturing and support of such innovation.
When Worlds Collide: Reconciling The Enterprise Architecture, Application Development, And Operational Views Of Applications (Panel Discussion)
Mike Gilpin, Vice President, Research Director This session will review Forresters research on automated application discovery (AAD) and how three different views of applications need to be understood and reconciled in order to succeed with it. We will share examples of how a lack of reconciliation can produce damaging results and summarize key how-tos and benefits. This session is also relevant to these roles: Application Development & Program Management Professional, IT Infrastructure & Operations Professional.
Is Using External EA Consulting Services Beneficial For EA Groups In Dire Times?

ost Hoppermann, Vice President, J Principal Analyst Many enterprise architecture groups use an internal consulting model to help projects and to drive governance. Use of external EA consulting services is not yet mainstream. However, the role of EA is changing, and tough times like these require a leaner approach to EA. EA groups with insufficient resources should consider the help of external vendors for tactical or strategic tasks or they may have to collaborate with external enterprise architecture firms that have been hired by business or IT. This session provides an overview of select vendors in the EA consulting space, their offerings, their approaches to deliver EA artifacts, and their terms of engagement.
In-Depth Tracks
Track B: Continued
Best Practices For Global Enterprise Architecture
Jost Hoppermann, Vice President, Principal Analyst An increasing number of firms are shifting the focus of their EA practice from a local and national approach to a more regional or global one. This change in focus affects the way that architects must approach the various tasks they need to perform to be successful. This session will present case studies of global EA initiatives in multiple industries and identify key challenges and best approaches to move toward global EA.
Integration-Centric BPMS: Productivity Leaps And Opportunities For Innovation

Ken Vollmer, Principal Analyst Recent information from real-world deployments continues to point to significant gains in productivity and innovation that are directly attributable to the use of IC-BPMS tools. These comprehensive integration and process improvement solutions are one of the key ways to improve operational performance, which results in bottom-line improvements. This session will analyze several recent IC-BPMS efforts and determine lessons learned, best practices, and trends that are applicable for future deployments.
Business Architecture: EAs Next Evolution

Jeff Scott, Senior Analyst Interest in business architecture is growing dramatically. Although there is a great deal of discussion, there is little consensus about what business architecture is, how it should be pursued, and what value it delivers. EA teams and business architecture teams have started developing their companies business architecture models. Architects who want to play a leading role in business architecture development must start soon or be left behind.
SOA Security Outlook For 2009 And Beyond

Randy Heffner, Vice President, Principal Analyst Whether SOA and Web services are used internally or externally, security is a key requirement for successful SOA. Services must be secure from attack, must efficiently allow access by trusted parties, and must leave clear audit trails for regulatory and compliance reviews. The emerging Web services standards for security envision a sophisticated architecture enabling federated, crosstechnology security, but most SOA implementations today use much simpler approaches. For now, architects should take a pragmatic approach to SOA security, but todays tactical investments should help you prepare for a more strategic, comprehensive security architecture in the future. This session is also relevant to these roles: Application Development & Program Management Professional, Security & Risk Professional.
How Executing An Enterprise Integration Strategy Can Lower Your Costs

Ken Vollmer, Principal Analyst As enterprise architects strive to build a costeffective enterprise integration strategy (EIS), they face a wide range of options that include ESBs, BPM suites, ETL tools, integration appliances, and integration-oriented SaaS platforms. This session will outline the elements of an EIS and provide recommendations for how to apply them to meet the organizations needs today and in the future, while reducing operational and maintenance costs.
Tailoring SOA Governance To Your Organization Is Key To SOA Success

Randy Heffner, Vice President, Principal Analyst Youve launched your SOA governance program and put together a credible life-cycle management process, but the ad hoc feel to the whole SOA effort remains. You need to breathe life and excitement into making your SOA more cohesive and well managed, but the very mention of the word governance brings yawns and skepticism. By combining straightforward success measures and a focus on delivering real value to process stakeholders, you can turn skepticism and indifference into enthusiasm and evangelism.
Getting The Most Out Of Enterprise Architecture Tools

Gene Leganza, Vice President, Research Director EA tools are more broadly used across the enterprise to improve quality, address increasing risks and regulations, and develop road maps for the future. Optimum use of EA tools can increase the effectiveness of your EA program, enabling you to accomplish more with the same or fewer resources. This session will compare Forresters 2008 survey of EA tool usage to the survey from 2006 and share the best practices for EA tools implementation in the largest enterprises.
The Enterprise Architects Key Role In A Multisourcing Strategy

Andrew Bartels, Vice President, Principal Analyst Henry Peyret, Principal Analyst The practice of contracting with multiple service providers requires IT organizations to extend their capabilities for contract management to inform planning processes and EA tools. This integration will support the evolution of SOA, accommodate new types of organizational models, and reduce costs while managing vendors better. But first, architects must collect and analyze contract information and integrate this data with information about the more traditional EA assets to enable effective planning. This session will show you how to incorporate critical contract information into your architecture road maps. This session is also relevant to the Sourcing & Vendor Management Professional role.
Application Platform Directions: How Far Can You Go With Your Incumbents?
ohn R. Rymer, Vice President, J Principal Analyst Recent years ushered in big innovations in application platforms. Even well-known platforms introduced technology to add support for deployment modularity and additional programming models and languages, and new technologies like AJAX, Java EE 6, and .NET 4.0 began to come into view. The bottom line: New engines and APIs will be sitting beneath the familiar brand names and your teams will have to determine what to use and when. Specialized platforms (BPM, business rules, analytics) continued to grow. In addition, platform-as-a-service has emerged as a factor for 2009 and 2010 decision-making. This session describes the landscape and the major decision factors enterprises must consider for their platform strategies. This session is also relevant to the CIO role.
The Business Architecture Of Enterprise Architecture

Jeff Scott, Senior Analyst Kill two birds with one stone. Improve your EA effectiveness while enhancing your business architecture skills by building a business architecture model for the enterprise architecture practice. A business architecture model will identify your core capabilities, clarify your value chain, and focus your value proposition. This session will explain what BA for EA is, what value it can generate, and how to get started.
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Track C: Application Development & Program Management Professional

Keeping Application Development Lean And Business-Driven
Application development leaders are moving with increased urgency to change the key aspects of 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 of key themes aligned to this mission: lean software and other innovative approaches to development and testing, portfolio management and application strategy, measuring value, and new approaches to technology that can protect and encourage innovation while lowering costs. The Future Of Software Is Lean, Agile, Fit-To-Purpose, And Efficient
John R. Rymer, Vice President, Principal Analyst Dave West, Senior Analyst Most enterprises are awash in application suites, development tools, processes, and platforms that have grown so large they no longer resemble the clean and clear vision of their original purpose. Lean software is emerging as the antidote to bloatware, enabling architects and developers to rapidly assemble business solutions that deliver just in time the software capabilities the business requires both today and tomorrow. In this session, we will discuss what lean software is and how application development professionals can incorporate lean software into their software strategies for the future. This session is also relevant to these roles: CIO, Enterprise Architecture Professional.
Great Business Analysts: Find Them, Grow Them, Empower Them

Mary Gerush, Analyst Its time to get serious about your business analysts skills, techniques, and tools. Why? Project success eludes you, poorly defined requirements cost your organization money, and competitive times demand improved customer satisfaction. Strong business analysts have the power to help you overcome these challenges, and the time to leverage this power is now when times are tough and pressure to deliver is high. This session will help IT professionals understand the role of the business analyst, business analysis techniques and tools, and future directions for this important role. This session is also relevant to these roles: Business Process & Applications Professional, CIO, Information & Knowledge Management Professional.
fit the bill for services firms requiring product development IT professionals to seek out and assemble more complementary application options like product catalogs, publishing functionality, and other point solutions.
Application Development Metrics: Make Them Manageable And Meaningful

Mary Gerush, Analyst Application development managers need to know how their teams and systems are performing. But you manage multiple systems that serve numerous stakeholders, and most people hate to be measured. By approaching app dev metrics in a purposeful way and tackling the challenges head-on, you can leverage the strength of metrics to improve your effectiveness without drowning in numbers, manual processes, and cultural pushback. This session will provide you with the information and tools you need to develop an app dev metrics program that is manageable and meaningful for your organization. This session is also relevant to these roles: Business Process & Applications Professional, CIO, Information & Knowledge Management Professional, IT Infrastructure & Operations Professional.
Showdown At The Project Corral: Traditional Project Delivery Meets Agile And Lean (A Point/ Counterpoint Discussion)
Mary Gerush, Analyst Margo Visitacion, Vice President Dave West, Senior Analyst Organizations have used projectoriented approaches to deliver software applications for decades. A number of supporting practices project management, business analysis, and quality assurance are critical for project success, and over the decades, these practices have become what many would consider mature. But newer concepts like Agile development and lean process management challenge traditional project delivery processes. This session will explore the benefits and challenges of traditional project delivery practices and will provide actionable recommendations to streamline processes and improve outcomes by incorporating Agile and lean approaches. This session is also relevant to the CIO role.
Transform Your Applications Through Business-Driven Testing

argo Visitacion, Vice President M Working within the boundaries of tighter budgets means focusing on delivering the most value for the money and software testing in the 21st century can be a key enabler. By drawing in necessary business insights and leveraging new testing techniques, tools, and sourcing options, companies can make testing more effective in shorter cycles. This presentation will discuss testing and sourcing strategies as well as organizational changes and tools that can put quality at the forefront in a way that makes sense and brings greater value.
Best Practices: Web Architecture For Scalable, Blazing-Fast Web Sites (Panel Discussion)
Mike Gualtieri, Senior Analyst James Staten, Principal Analyst Customers want an increasingly rich, interactive experience, and their tolerance for latency is approaching zero. To ensure a blazing-fast Web site and to create a Web architecture that can keep pace with change, follow these four industry best practices: 1) architect pages for speed; 2) know your code; 3) optimize your application architecture; and 4) partner with infrastructure and eCommerce professionals. This session will detail these best practices and next practices and examine how Web architecture affects your companys bottom line. This session is also relevant to these roles: Enterprise Architecture Professional, IT Infrastructure & Operations Professional.
Bringing Product-Centric Software Development To Service-Sector Organizations

Roy C. Wildeman, Senior Analyst What does product life-cycle management (PLM) mean for a services organization where the product is not a manufactured good? Several important PLM principles and practices from the manufacturing sector apply to services firms in industries like financial services, government, and telecom services. But the traditional PLM applications manufacturing-oriented capabilities dont always
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In-Depth Tracks
Track C: CONTINUED
New Software Modeling Approaches Help Drive Lean Software Development (A Point/ Counterpoint Discussion)
Diego Lo Giudice, Principal Consultant Jeffrey S. Hammond, Principal Analyst Henry Peyret, Principal Analyst Modeling is a perennial topic of interest among Forrester clients, but sometimes it seems as though it is a technology that just cant quite cross the chasm from early adopters to mainstream development shops. Forrester has identified three successful modeling archetypes that support lean development shops through different approaches. Diego and Jeffrey will introduce Forresters modeling archetypes and then engage in a debate on the type of organization and best practices you need to succeed with your archetype of choice. This session is also relevant to the Enterprise Architecture Professional role.
Decision Management: A Rising Form of Dynamic Business Applications

John R. Rymer, Vice President, Principal Analyst Mike Gualtieri, Senior Analyst Decision management is aimed at allowing the business to flex as needed to respond to opportunities and threats. Decision management is catching on as an application development approach in credit risk management, online consumer marketing, customer account management, loan origination, risk management, and collections. The tools and platforms for decision automation range from business-rules platforms to specialized environments employing analytics, workflows, and user interface design as well. This session will survey the landscape of options in decision management and discuss the prerequisites and risks of adopting the approach. This session is also relevant to the CIO role.
Developing For The Cloud: Enterprise Strategies For Private And Public Clouds (Panel Discussion)
Jeffrey S. Hammond, Principal Analyst This presentation will review Forresters research on development for cloud computing and will focus on both considerations for outside the enterprise firewall and those for clouds within the firewall. It will use examples of how each might be used along with different aspects to consider (e.g., transaction processing) and will summarize key differentiating aspects and present factors about when to choose each. This session is also relevant to these roles: Enterprise Architecture Professional, IT Infrastructure & Operations Professional.
Developing Applications Using Advanced Information Architecture

ike Gilpin, Vice President, Research M Director Noel Yuhanna, Principal Analyst Enterprises continue to struggle with information integration and access, especially when dealing with many heterogeneous data sources and complex data structures. In addition, business users want data in real time that is tightly integrated to improve business decisions and speed critical business processes. This session will examine the various technologies and approaches associated with typical nextgeneration information architectures that you can use to implement new applications and business intelligence dashboards. The session will also offer recommendations on which ones are best suited for various usage scenarios.
Best Practices In Managing And Modernizing Your Application Portfolios

Phil Murphy, Principal Analyst Application professionals are struggling to cope with a mix of applications that range from critically valuable to functionally obsolete. But how do you get control of and manage a portfolio of applications that spans 30 years or more of heterogeneous technology? Will the techniques that work for the early adopters global banks and financial services companies also work for smaller, single-location IT organizations? How do you cut through the hype of conflicting vendor offerings? What is the current status of the available tools, and what does the future hold for application portfolio management? This session is also relevant to these roles: CIO, Enterprise Architecture Professional.
Best Practices For Software Development Processes

Dave West, Senior Analyst Over the past 20 years, there has been continuous debate about which software development process is best. Now that debate has polarized into Agile/lean development versus other traditional approaches. Our research has found that no one process is capable of solving all development challenges and that organizations need to develop a hybrid approach to software development. In this presentation, we will describe a framework for thinking about process and evaluating where practices from different process camps fit. We will then demonstrate the framework, describing best practices for each perspective. This session is also relevant to the CIO role.
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Track D: Information & Knowledge Management Professional

Keeping Delivering Value With Information For Less
In uncertain times, there are three types of 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 information and tools for communicating and collaborating. This is not about surviving a down economy. This is about IT creating an environment that drives better decisions smarter, faster, and cheaper. Benchmarking Your Collaboration Strategy
ed Schadler, Vice President, Principal T Analyst Rob Koplowitz, Principal Analyst Global organizations are wondering if theyre getting the most out of their collaboration investments. And what are their competitors and peers doing? This session will lay out the critical success factors in a global collaboration program, analyze the technology elements of an Information Workplace, introduce collaboration success metrics, and provide a benchmark assessment tool for measuring the success of your own companys collaboration strategy. This session will give attendees a way to define their contribution and measure their success.
Budgeting And Staffing For Records Management

Brian W. Hill, Senior Analyst Increasingly, enterprises are struggling with the need to mitigate legal risk and at the same time strictly control costs for applications that support this imperative. Session attendees will get guidance from soon-to-be-published Forrester research on this topic and benefit from the lessons learned from enterprise records management practitioners.
A Phoenix Will Rise Millennial Innovation Will Drive The New Economy
laire Schooley, Senior Analyst C Rob Koplowitz, Principal Analyst The era of North American and Western European companies competing on the basis of cost advantage is long gone. The smartest organizations have already figured out that the greatest opportunity to compete in the new economy will be rooted in the ability to out-innovate and out-design the competition using the energy and unique working ways of the new Millennial generation. The way Millennials interact and drive new ideas forward provides the blueprint for how firms will need to act in the new economy, but this will require a fundamental shift in culture. In this session, learn how IT can play a role in driving that shift.
Going Green Will Generate More Green ($)

Connie Moore, Vice President, Research Director Rob Koplowitz, Principal Analyst The need to go green within businesses has never been more compelling. Whether you are compelled by last summers spike in energy prices or feel called to action by An Inconvenient Truth or the recently published Hot, Flat, and Crowded, its obvious that businesses cannot ignore this imperative. Does going green really deliver tangible, concrete value to the enterprise? The answer is an overwhelming yes whether its examining office peripherals for efficiency, moving from paper-based information to electronic-based information, having workers telecommute, or conducting more business electronically through tools like telepresence or Web conferencing.
Portals, Content, And Collaboration: Is A Suite Or BestOf-Breed Right For You?

atthew Brown, Principal Analyst, M Research Director Vendors package portal, content, Social Computing, and collaboration technologies in a multitude of ways. Some, like Microsoft, sell all-inclusive workplace platforms with strong integration between the parts. Others let customers select just the capabilities they need. Participants in this session will learn the latest in how top vendors like IBM, Microsoft, Oracle, SAP , and others package and deliver these capabilities to customers.
Enterprise Database Virtualization: A Compelling Case For Innovation

James G. Kobielus, Senior Analyst Noel Yuhanna, Principal Analyst To support real-time analytics, unstructured data, complex data mining, and extreme data access performance, databases and warehouses are evolving into a virtualized, cloud-based, and scalable distributed platform. Database virtualization allows the use of multiple DBMSes and platforms simultaneously and transparently, regardless of their physical location. It supports a scalable, flexible, available, and affordable platform through a policy-driven management framework and an end-to-end integrated distributed-caching technology that is automated. This session will examine various technologies and architectures that can help implement a database/data warehouse virtualization strategy. It will also include best practices, solutions, and case studies.
BI Belt Tightening
Boris Evelson, Principal Analyst While overall IT budgets have become targets for cost cutting, business intelligence (BI) applications and infrastructure need not fall into the same category. Rather than cut BI costs across the board, this session will recommend that Information & Knowledge Management professionals use a more targeted approach of BI consolidation and optimization, as well as an evaluation to see if lower-cost technology alternatives are right for you. This session will also review other alternative approaches such as BI SaaS, open source BI, and products from smaller BI vendors.
Prioritizing Master Data Management Investments

Rob Karel, Principal Analyst Information & Knowledge Management professionals spend much of their time trying to convince senior management to support and prioritize master data management (MDM) initiatives often with disappointing results. This challenge is even more apparent when one is faced with a call for IT to do more with less. But the delivery of an MDM business capability should not be viewed as a yes-or-no investment decision. This session will outline multiple entry points into MDM and a process for designing a business case that prioritizes the master data needs of the processes most important to your business.
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In-Depth Tracks
Track D: Continued
Information & Knowledge Managements Role In Enterprise Risk Management
Kyle McNabb, Principal Analyst, Research Director Boris Evelson, Principal Analyst The economic environment, pending regulation and legislation, and growing risk management concerns will have many information and knowledge managers scrambling to find out how information management technology fits into an enterprise risk management puzzle. In this session, well provide a framework showing how to fit I&KM technologies into an organizations enterprise risk management endeavors (BI and ECM technologies sit in the middle of many). Doing so can help you avoid unnecessary costs and identify new ways of using what you already have in order to improve on your existing risk management programs.
Should You Run Your Collaboration And Productivity Tools In The Cloud?
Ted Schadler, Vice President, Principal Analyst Sheri McLeish, Analyst Low-cost and lightweight cloud-based alternatives to productivity suites, email tools, and collaboration applications offer lightweight but sufficient solutions for some worker segments. And thats driving more and more enterprises to question their blanket investments in on-premise and licensed desktop software, specifically their Microsoft Office portfolios. In 2009, its time to consider carefully the cloud-based service alternatives to on-premise and installed applications. This session will introduce a threestep process for evaluating when and if you should run collaboration and productivity tools in the cloud.
The True Cost Of Open Source ECM

tephen Powers, Senior Analyst S Enterprise content management (ECM) projects have traditionally been time-consuming, resource-intensive, and expensive, and in this economic climate, enterprises are looking to open source in order to reduce costs. However, the idea that open source translates into free is a major misconception. This presentation will identify the true costs of open source in multiple areas, including enterprise licensing, development, operations, customization, and support. It will review the components that best lend themselves to open source and the characteristics of organizations that have the most potential for open source success.
Track E: Sourcing & Vendor Management Professional

Adapting Your Sourcing Strategy And Tactics To Changing Markets
Changes in technology, buyer behavior, and economic conditions are driving firms to think differently about sourcing strategies, working with vendors, and measuring value. This track will focus on best practices for sourcing and vendor management (SVM) in our current climate across areas including SaaS, SOA, cloud, mobility, outsourcing, multisourcing, and offshoring. What You Should Know Before Signing A Contract With A Disaster Recovery Service Provider
Stephanie Balaouras, Principal Analyst Liz Herbert, Senior Analyst Many companies turn to a disaster recovery service provider for a range of services from data center and IT recovery to work-area recovery services to mobile recovery units. These contracts are highly complex, lengthy, and very expensive. Before signing a contract, its critical to understand the fees, change policies, and cancellation policies. Services providers now allow customers to select their contract lengths, negotiate service-level agreements, and even change or cancel contracts under certain conditions. This session will cover key contract terms and considerations and help attendees understand when to revisit or cancel existing contracts. This session is also relevant to these roles: IT Infrastructure & Operations Professional, Security & Risk Professional.
Planning And Managing For Global Delivery Success In An Evolving Market

Paul Roehrig, Ph.D., Principal Analyst IT services clients can buy services from a USheadquartered firm and have 100% of delivery from Bangalore, or buy from a Bangalore-based firm and have 100% of delivery from the US. So which is the offshore provider now? The answer is both, and this means changing old assumptions about offshore service delivery. The bigger business question is: What does ongoing globalization of service delivery mean for clients that must balance risk and cost? This session will highlight major changes in the global service provider space and identify what sourcing pros and service buyers can do to accrue value and manage risk for their organizations.
Mainframe Negotiation Best Practices Driving The Metrics, Mechanics, And Math For An Optimal Outcome
rad Day, Vice President, Principal Analyst B Over the past several years, IBMs System Z franchise has gone through a major transformation. While some IT executives have opted to migrate application workloads off the mainframe onto distributed computing platforms, many are staying the course on IBMs System Z footprint, targeting the System Z for running legacy software stacks, as well as new Java- and Linux-led workloads. This session will help you unravel the complexities of how best to negotiate an optimal mainframe life cycle, innovate in System Z systems architecture, and optimize the economics of a System Z footprint over time. This session is also relevant to these roles: CIO, Enterprise Architecture Professional, IT Infrastructure & Operations Professional.
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Assessing Offshore Alternative Geographies

ohn C. McCarthy, Vice President, J Principal Analyst Rising risk management concerns and political turmoil are forcing more organizations to look at low-cost alternatives to India as sources of IT talent. This session will look at the top 10 alternatives to India: Argentina, Brazil, Mexico, Eastern Europe, Egypt, Russia, China, Malaysia, the Philippines, and Vietnam. It will not only look at the geopolitical and macroeconomic issues but also the different local and foreign IT services providers in each market because at the end of the day, firms are hiring a supplier, not a country, to do the work.
Activist Sourcing And The Global Vendor Management Office

John C. McCarthy, Vice President, Principal Analyst The visibility of your vendor relationships has increased exponentially. C-level executives, concerned with increased risk and pressured to get more value, are in turn scrutinizing how you manage those relationships. So, while many firms have only started their vendor management offices within the past 12 to 24 months, there is intense pressure to mature VMO processes rapidly. This session will show vendor managers how to move beyond the basics, gain more respect from the business, and achieve the next level of value by taking on a more activist role in sourcing.
Navigating The Myriad New Sourcing Models

ill Martorelli, Principal Analyst B The move from full-scope outsourcing to more selective outsourcing models is now an accepted fact, but the nature of outsourcing services themselves is still evolving rapidly. A host of nontraditional outsourcing models including remote management, managed hosting, and even emerging cloud services are vying with the conventional on-premise model for a role in the enterprise. This session will review competing outsourcing models and help sourcing executives understand the benefits, risks, and tradeoffs of employing these alternatives. It will also offer guidelines on successfully engaging with emerging sourcing suppliers.
Squeezing More Value From Existing Software Vendor Relationships

Duncan Jones, Senior Analyst Liz Herbert, Senior Analyst After the deal is inked, firms often struggle with ongoing relationship management and maximizing value with their software vendors. The recession is certainly affecting the way software companies deal with their important customers, and customers need to adjust their strategies to ensure they are getting the maximum value out of their relationship. This session will answer: What metrics should firms track and how frequently? How can firms leverage forces such as software-as-a-service, open source, and new licensing models? When should firms consider third-party maintenance services?
Cloud IT Services The Next Big Thing Or Just Marketing Vapor?

Paul Roehrig, Ph.D., Principal Analyst Cloud computing is the latest incarnation of Web-enabled computing performed remotely from the user in an environment based on some amount of shared components. But cloud computing likely wont remain a catchy marketing phrase for long. It will be a game changer for IT services clients and providers as many of the seemingly disparate hardware and software technologies are maturing to help create a real commercial cloud-based IT services offering. This session will explain how and why sourcing leaders should begin to factor cloudbased infrastructure offerings pending by the major service providers into their plans.
Key Considerations For SaaS Sourcing: Pricing, Contracts, And Deployment

Liz Herbert, Senior Analyst As SaaS proliferates into larger deployments, more application areas, and new geographies, sourcing strategies must evolve to keep pace. Key considerations include pricing and licensing negotiations, contracts, and due diligence in areas around security without stifling the value or business empowerment that SaaS has the potential to enable. This session will discuss current trends in SaaS and help sourcing executives understand how they can best work with business and IT leaders to make SaaS deployments a successful part of an overall software sourcing strategy.
Getting Your Mobility Costs Under Control

rownlee Thomas, Ph.D., Principal B Analyst Large organizations with global operations complain that mobility costs are outpacing spending on other network and telecom services. They also expect mobility costs to keep growing, including those for cellular voice and data international roaming and remoteaccess support. To get control over mobility costs, sourcing professionals need a better understanding of mobile spending patterns across their organizations. This session will explore best practices for sourcing mobility services, drawing on insight gained through client inquiries, Forrester surveys, and consulting engagements with large multinational organizations.
Software Negotiation Best Practices: Adapting Your Strategy To Todays Economic And Technology Trends
Duncan Jones, Senior Analyst 2009 has been a tough year for IT sourcing professionals who are facing unrealistic cost reduction targets. It is particularly important in this climate that IT buyers learn vendorspecific tips and techniques for dealing with large software companies. They can also benefit from understanding how technology trends will affect the software industry over the next couple of years, and what that means for license negotiations now. This session will summarize what Forrester has learned from helping hundreds of clients with their software negotiations during the past 12 months.
Partnering With Service Providers To Thrive: A 360-Degree View (Panel Discussion)

Paul Roehrig, Ph.D., Principal Analyst Within a context of intense economic pressure, more clients are turning to technology service providers for help. Some near-term goals are associated with cost cutting, but smart technology decision-makers are using the current conditions to drive changes inside their organizations so that IT becomes less of a sunk cost (destined for never-ending slash-and-burn) and more of a vital business enabler. Participants in this interactive session will get guidance from client decision-makers workshopping real-world scenarios with leading service providers on how to best collaborate for mutual success in times of extreme economic pressure.
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In-Depth Tracks
Track F: Business Process & Applications Professional
Building Enterprise Value Through People And Process Excellence
As technology becomes more embedded in the business, executive stakeholders look for greater flexibility in their processes and more effective ways to develop and retain talent. Business Process & Applications professionals participating in this track will learn how to align technology investments and deployment models with people and business process strategies for better value. Topics will include packaged application strategies, ERP systems, and technologies that optimize customer relationship management, human resource management, and financial management. Applications Strategies From The Business Process Owners Perspective
haryn Leaver, Vice President, S Research Director Business process executives within HR, finance, sales, and customer service are gaining more and more control over business application budgets, selection decisions, and implementations. The result: an ongoing struggle to balance businessdefined requirements and app decisions with IT-defined application strategies and governance policies. This session will explore this shift in ownership and its impact on Business Process & Applications professionals. This session is also relevant to the CIO role.
Architecting IT For Customer Service Excellence

hip Gliedman, Vice President, C Principal Analyst Natalie Petouhoff, Ph.D., Senior Analyst Competitive pressures in the marketplace are placing increasing emphasis on customer service as a differentiator. However, effective customer service requires a robust and dynamic internal infrastructure that unites multiple disparate communication channels; underlies services for knowledge management, entitlements, and workflow; and ties to multiple disparate internal systems. This session will discuss these systems challenges and provide a set of alternatives for bringing those pieces together to best meet customer needs. This session is also relevant to the CIO role.
Measuring The Value Of Talent Management Processes And Technology

Zach Thomas, Senior Analyst HR technologies span numerous processes from the strategic, like recruitment and performance management, to the more transactional, like payroll and benefits. For the strategic processes especially, HR and IT professionals often have difficulty quantifying the hard benefits or value of these solutions in the form of ROI or a business case. This session will present a framework for demonstrating the return on investment for strategic HR talent management solutions.
Software-As-A-Service: When And Why (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-based applications have grown into a popular alternative to on-premise business applications. Low upfront costs, rapid application deployment, and fast user adoption are just a few of the reasons why SaaS adoption continues to gain favor in the business applications market. But bringing SaaS-based applications into the organization not only can be tricky and costly but also can create and increase tensions between business and IT personnel if not managed properly. In this panel discussion, well discuss emerging trends in SaaS, where and when organizations can leverage SaaS, and pitfalls to avoid. This session is also relevant to the Sourcing & Vendor Management Professional role.
How To Risk-Proof Your CRM Project

illiam Band, Vice President, W Principal Analyst To pinpoint the real-world pitfalls that can trip up CRM initiatives, Forrester surveyed more than 100 organizations currently using one of 24 leading CRM solutions. We found that there are plenty of risks to worry about, but savvy companies can use best practices to avoid the dangers of working with vendors that sink CRM projects. In this session, you will learn how to use Forresters CRM project risk evaluation criteria and selfassessment tool to anticipate and remediate problems before they can sink your project.
Strategies For Managing Packaged Software Costs Of Ownership

Paul D. Hamerman, Vice President, Principal Analyst R Ray Wang, Vice President, Principal Analyst Market conditions increase the pressure on Business Process & Applications professionals to reduce their packaged software ownership costs while maintaining existing functionality and meeting changing service requests. As business drivers focus on operational efficiency and regulatory compliance, learn what strategies leading companies are deploying to free up funds for new investment while reducing costs. The session will review strategies across the software ownership life cycle from selection and implementation to utilization, maintenance, and retirement. This session is also relevant to these roles: Application Development & Program Management Professional, CIO, Sourcing & Vendor Management Professional.
The Future Direction Of Financial Management Application Technology

Paul D. Hamerman, Vice President, Principal Analyst Financial management processes are under new scrutiny and regulation. The economic climate has created pressure to proactively save money by streamlining finance processes while also creating efficiencies through technology investment. This session will help illuminate the state of financial management processes, IT solutions, and recommended technology planning for the future based on new research using Forresters TechRadar methodology.
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Mastering Enterprise Applications Licensing And Pricing Strategies (Panel Discussion)

Ray Wang, Vice President, Principal Analyst R Rapid changes in business models and market dynamics require new approaches to the clientvendor relationships. As interest in enterprise agreements, SaaS, BPO, and virtualization gain traction in an economic recession, Business Process & Applications professionals should learn what impact these trends will have on their existing and future agreements. More importantly, find out how vendors are working with their customers to simplify pricing and licensing while meeting requirements in todays business climate. This session is also relevant to these roles: Sourcing & Vendor Management Professional, Technology Product Management & Marketing Professional.
interactions together with changes in app and process foundation technologies raise new opportunities and threats for firms deciding how best to manage the perennial centralization/ decentralization dilemma in light of current business pressures and technical capabilities. Forrester will share its research findings and observed best practices from consumer-facing firms in adapting apps and processes to exploit new opportunities and minimize new risks.
how leading companies are moving toward BPM best practices and tools that support lean BPM principles, including BPM software-as-a-service (SaaS), BPM frameworks, and Agile development. This session is also relevant to the Application Development & Program Management Professional role.
Multichannel Customer Communication Investments That Pay Off

Craig Le Clair, Principal Analyst Enterprises struggle to reduce costs and improve quality of print and Web-based output. This session reviews leading trends from active research on customer communication management including use of BPM, CCM, ECM, and marketing apps to drive improved customer experiences. The session will also highlight best practices to save money by moving from print to e-transaction.
ERPs Evolving Landscape: Implications For Applications Professionals

Paul D. Hamerman, Vice President, Principal Analyst R Ray Wang, Vice President, Principal Analyst As the ERP applications market evolves, SAP and Oracle will attempt to gain more market share with vertical and midmarket plays and lock in recurring revenues with customer retention strategies. Several other viable choices remain, particularly for those placing a premium on vertical expertise and geographic specialization. This session will describe the future of ERP, discuss the go-to-market and product innovation strategies of the key vendors, and examine the strategic choices available for IT applications professionals in managing enterprise application portfolios. This session is also relevant to the Application Development & Program Management Professional role.
Centralized Versus Decentralized Applications And Processes In Consumer-Facing Firms

George Lawrie, Principal Analyst Firms like banks or retailers that need to deploy skilled advisors or merchandise in locations that are convenient to consumers face a challenge in determining which data and processes to centralize and which to distribute remotely. Trends toward experience-based differentiation, consumer centricity, and cross-channel
Lean BPM: Trimming The Fat From Your Process Initiatives

lay Richardson, Senior Analyst C The business process management (BPM) landscape is littered with bloated tools and projects that balloon out of budget and out of scope. In order to survive, BPM initiatives must adopt lean strategies designed to eliminate waste and accelerate delivery. This session will explain
Track G: IT Infrastructure & Operations Professional

Streamlining Infrastructure & Operations To Enable A Leaner Business
Facing constrained budgets is nothing new to seasoned IT Infrastructure & Operations (I&O) professionals who have been virtualizing, consolidating, and automating for some time. But with a changing workforce stretching IT thin by forcing support for more applications and infrastructure, cloud computing challenging the way in which IT delivers services, and unified communications reshaping how ITs increasingly distributed and mobile workforce stays connected, its time to prioritize projects that benefit the business most. Key Storage Strategies For A Down Economy
ndrew Reichman, Senior Analyst A Storage represents a significant part of the enterprise IT budget and is a critical link in the chain of delivering high-performance applications and protecting critical data. The down economy will require organizations to cut costs deeply, and this session puts the spotlight on storage as a key area of focus for improved efficiency and better economics. This session will focus on ways to reduce overall costs in storage without jeopardizing availability or data security.
Key Considerations For Your Next Data Center

Galen Schreck, Principal Analyst Building, leasing, or colocating a data center is more complicated than ever before. This session will discuss the key elements you should consider when making the business decision to build or lease. And youll learn how to build a strong set of selection criteria when youre ready to write the RFP . Key topics this session will cover are deciding whether to build or lease your next data center, understanding data center facilities and future trends, key selection criteria for a good RFP. This session is also relevant to the Sourcing & Vendor Management Professional role.
Strategies To Create Efficiencies In The Branch Office

hris Silva, Analyst C IT is increasingly approached to drive efficiency in the business that results in savings for the bottom line. As more efficient technologies have taken hold in the home office and the data center, the remaining bastion of inefficiency is in the branch. This session will explore technologies and specific vendor offerings that Forrester has witnessed to bring efficiency and lean technology into a consolidated branch office. This session is also relevant to these roles: Enterprise Architecture Professional, Sourcing & Vendor Management Professional.
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In-Depth Tracks
TRACK G: CONTINUED
Network Strategic Planning For Challenging Times
Phil Sayer, Principal Analyst Corporate network traf c 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.
Greening Your IT For Business Value (Panel Discussion)

Doug Washburn, Analyst Dont 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 de nition 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.
Aligning Your Infrastructure & Operations Department Around Virtualization

Galen Schreck, Principal Analyst Rachel Dines, Senior Research Associate Congratulations, you have successfully virtualized all or part of your infrastructure. Now what? In many cases, the challenge has just begun. Who will run your virtualized infrastructure, and are they properly trained? What does your reporting structure look like? How will the business react as you move more mission-critical applications over to virtual machines? If you thought planning and building your virtual infrastructure was the dif cult part, come learn how to prevent the missteps that many organizations make when running their virtual environments. This session is also relevant to these roles: CIO, Enterprise Architecture Professional.
Supporting The Anytime, Anywhere Worker

Benjamin 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 rede ning how IT delivers services, and uni ed 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 Cloud Computing Can Drive Greater Data Center Ef ciency (Panel Discussion)
James Staten, Principal Analyst Cloud computing is not just an outsourcing phenomenon its an ef ciency play for enterprises. Come hear from a panel of leading adopters of cloud computing on how they are reaping its rewards and taking a leadership position in their markets. Through leveraging both public cloud services and internal cloud architectures, these companies are achieving greater ef ciencies, faster time-to-market, and competitive differentiation. This session is also relevant to these roles: Application Development & Program Management Professional, CIO, Enterprise Architecture Professional, Security & Risk Professional, Sourcing & Vendor Management Professional, Technology Product Management & Marketing Professional.
Determining The Clouds Role In Your Email Architecture

Christopher Voce, Analyst There isnt a lot that hasnt already been said about the ubiquity and criticality of email for business, but running it all on your own is only getting harder and more expensive. Cloud services for email offer savings for many over on-premise equivalents, but determining the right t requires detailed internal discovery. This session will cover the different opportunities to optimize and how to get started trimming the cost of providing email to your organization. This session is also relevant to these roles: Application Development & Program Management Professional, CIO, Information & Knowledge Management Professional.
How To Develop A Pragmatic UC Strategy During Challenging Times

Elizabeth Herrell, Vice President, Principal Analyst Uni ed communications (UC) is a transformative technology, and its solutions provide the ability to signi cantly 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 will discuss how to build cross-functional support for UC and quantify UC bene ts 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 Management Professional, Technology Product Management & Marketing Professional.
ITIL: The Evolution From Process To Service Model

Glenn ODonnell, Senior Analyst Evelyn Hubbert, Senior Analyst The ITIL best-practice framework for IT service management was introduced quite some time ago. Its new version in June 2007 added topics that expanded the framework to a full life cycle of managing and advancing the IT organization to become a business partner to the organization. This session will address the advantages and disadvantages of ITIL and what you need to continue or start your ITIL journey. This session is also relevant to these roles: Application Development & Program Management Professional, CIO, Information & Knowledge Management Professional.
Using Telecommunications To Maximize Companywide ROI

Brownlee Thomas, Ph.D., Principal Analyst This session will examine innovative methods to reduce telecommunications expenses. More importantly, it will also highlight how to effectively apply telecommunications technology to decrease operational expenses and increase productivity in key business units, and the ROI of reducing company costs.
TRACK INTENSIVE
Roll up your sleeves. This 90-minute, hands-on session will provide you with a road map to address key challenges.
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Track H: Security & Risk Professional

Protecting Your Data; Safeguarding Your Reputation
Economic downturns put pressure on IT to control costs, and security never escapes the budget ax. But indiscriminate cuts in security leave businesses unprepared to deal with the threats and risks that companies already face never mind threats brought about by changes in the economic climate, like damage done by malicious insiders. IT cant mitigate every potential risk; instead, it needs to collaborate more closely with lines of business to implement streamlined, efficient security policies, guidelines, tools, and educational programs to lower risk to acceptable levels. Protecting Innovation: What To Do When Employees Leave The Company
ndrew Jaquith, Senior Analyst A Worldwide economic turmoil is forcing enterprises to cut costs wherever they can. In the United States alone, enterprises will lay off an additional 1.4 million workers in 2009. When employees leave or are laid off, they can take trade secrets or valuable competitive information with them. This session will share key practices enterprises should follow to protect their innovations.
Justifying Security Investments Using Business-Centric Metrics

Khalid Kark, Principal Analyst Andrew Jaquith, Senior Analyst Exactly how do you establish an effective security metrics program based on your organizations unique requirements? Youll discover how to quantify hard-to-measure security activities, compile and analyze all relevant data, identify strengths and weaknesses, set cost-effective priorities for improvement, and craft compelling messages for senior management. This session bridges managements quantitative viewpoint with the nuts-and-bolts approach typically taken by security professionals. This session is also relevant to these roles: CIO, IT Infrastructure & Operations Professional, Technology Product Management & Marketing Professional.
Strong Authentication In The Enterprise: Killing Two Birds With One Token
Andras Cser, Senior Analyst Strong authentication is often the first step firms take on the path to full identity management implementations, and adoption is increasing, albeit often limited in scope. But even in tough economic times, strong authentication is a worthwhile investment, hardening an enterprises security while improving its compliance posture. This session will examine ways of combining strong authentication with other initiatives to improve the chances of demonstrating ROI, as well as providing tips for a successful implementation. This session is also relevant to the CIO role.
How To Design An Effective Disaster Recovery Strategy Without Breaking The Bank
tephanie Balaouras, Principal S Analyst Companies of all sizes and in all industries are under increasing pressure to improve disaster recovery capabilities. Today, most companies must be back in business and online in hours, not days. Now with less expensive replication technology and bandwidth options, as well as virtualization and cloud recovery services, effective disaster recovery is available and affordable. This session will identify critical technology components and provide real-world examples of effective disaster recovery solutions. This session is also relevant to the IT Infrastructure & Operations Professional role.
How Safe Do You Want IT? Balancing The Risk And Reward Of Managed Security Services
Khalid Kark, Principal Analyst Paul Roehrig, Ph.D., Principal Analyst As decisions about IT services are getting more complicated and risky security itself is becoming a more common target for outsourcing. IT services clients are increasingly finding it hard to manage this complexity and risk and are now bundling security services into comprehensive outsourcing deals with major full-service providers like Accenture, IBM, and Wipro. Managed security services (MSS) now account for more than $3 billion per year of major service provider revenue. This session addresses the benefits and risks of using an external MSS provider and how to select one that will meet your technical and business needs. This session is also relevant to these roles: CIO, IT Infrastructure & Operations Professional, Sourcing & Vendor Management Professional, Technology Product Management & Marketing Professional.
How Secure Is Your Cloud? A Close Look At Security Issues For Cloud Computing
Chenxi Wang, Ph.D., Principal Analyst Cloud computing is a hot industry trend. But do you know how secure your cloud services are? Do you know how well they protect your confidential data? This discussion will examine cloud computing security from the following aspects: security policy and visibility, multi-tenant security, transitive trust, and data security. By attending this session, you will understand fundamental security issues for cloud services, learn how to evaluate cloud services security capabilities, and understand how to establish security-related SLA terms. This session is also relevant to these roles: Enterprise Architecture Professional, Information & Knowledge Management Professional, IT Infrastructure & Operations Professional, Sourcing & Vendor Management Professional.
Building A World-Class Security Organization A Road Map

Khalid Kark, Principal Analyst Building a security team with the right set of capabilities is essential for protecting your corporate assets. Most successful CISOs have found ways to outsource some of their tasks to resources outside the security organization or even outside the company to help them with their responsibilities. This session will highlight the changing role and expectations of the security organization, discuss the merits of different organizational staffing and sourcing models, and outline an approach to develop measurement and auditing capabilities required to deal with external groups. This session is also relevant to these roles: CIO, IT Infrastructure & Operations Professional.
19
In-Depth Tracks
Track H: continued
Data-Centric Endpoint Security
Natalie Lambert, Principal Analyst Security operations managers seem to be stuck in the past in a time when viruses and worms dominated the security threatscape. Why the focus on malicious code? Because the security operations group is handcuffed by problems they can tactically solve it is universally understood that anti-malware and firewalls are a must-have for an endpoint machine. Unfortunately, this is not sufficient in a world of regulations that require data to be secured at all costs. This session will cover the technologies that help secure data at the endpoint and alternative strategies for protecting your data that forget the endpoint entirely. This session is also relevant to the IT Infrastructure & Operations Professional role. This session is designed to help you position PCI to the CIO and other top executives to help them understand it and determine how to more effectively manage the organizations PCI initiative. This session is also relevant to these roles: CIO, Enterprise Architecture Professional, IT Infrastructure & Operations Professional, Sourcing & Vendor Management Professional, Technology Product Management & Marketing Professional. most of GRC platforms. It will also explore ways to identify the right technology and sell the business case to a range of internal stakeholders. This session is also relevant to these roles: CIO, Information & Knowledge Management Professional.
Identity And Access Management: Metrics That Sell

Andras Cser, Senior Analyst Are you having problems convincing executive management to either keep your identity and access management (IAM) project alive or invest in it? You are not alone. With the current economic downturn, cost/benefit justification of IAM projects is more important than ever. By attending this session, you will be able to build a robust model on clear efficiency, security, and other metrics that clearly demonstrate fiscal and operational benefits of IAM projects. This session is also relevant to these roles: CIO, Enterprise Architecture Professional, IT Infrastructure & Operations Professional.
Reducing Enterprise Risks And Compliance Costs With GRC Technologies

Chris McClean, Analyst While budgets are under tight scrutiny and large-scale projects are being delayed, your organizations growing risk exposure and compliance requirements are not going away. Governance, risk, and compliance (GRC) technologies not only provide much sought-after control and insight for managers and executives, they can also help streamline mandatory efforts and reduce costs. This session will provide an explanation of how companies are making the
Positioning PCI To The CIO And Other Top Executives

John Kindervag, Senior Analyst Credit card security is one of the biggest drivers in IT today. The PCI Data Security Standard for the protection of credit card data has become an area of significant focus for IT organizations.
Track I: Technology Product Management & Marketing Professional

Thriving In An Evolving Economy
How can technology industry vendors thrive in the midst of evolving marketing, economic turmoil, and shifting buyer dynamics? This track will help technology marketing leaders understand innovative go-to-market strategies to drive business growth and help them drive strategy in the face of an as-a-service world. Why Tech Will Power The Economic Recovery Forresters 2009 To 2017 IT Market Forecast
ndrew Bartels, Vice President, A Principal Analyst With the global economies in recession, technology has the potential to be the new engine of growth, just as it was from 1992 to 2000. The critical challenges facing the US and other industrial countries energy costs; global warming; healthcare costs; education; overburdened transportation, communications, and energy distribution systems; and lagging productivity in services sectors will only be solved through new technology solutions. This session will review Forresters long-term IT market forecast for the US and global IT market, identify where the growth opportunities will be, and point out what tech vendors will need to do to sell the solutions that will drive growth.
Profiting From Enterprise Adoption Of Green IT

hristopher Mines, Senior Vice C President Corporate IT departments are going green in their policies, their procurement, and their operations. Twenty-five percent of enterprises tell us they are implementing an overall plan for greener IT practices, and another 61% are creating or considering such a plan. This session will highlight the opportunities that the green IT megatrend presents for suppliers of hardware, software, and services. How can IT suppliers distinguish themselves in a market crowded with green messaging? Which customer roles are the true decision-makers about green IT? Where are the biggest opportunities for sustainability software and green IT services?
Selling Business Innovation Supported By Unified Communication And Collaboration: Market Opportunities Analysis
Henry Dewing, Principal Analyst TJ Keitt, Analyst The globalization of business, in conjunction with a faltering economy, has put an emphasis on leveraging technology to bring together dispersed working groups and far-flung clients, creating an opportunity for vendors of unified communication (UC) and collaboration technologies. But where should these vendors place their bets? This session will describe which industries, size segments, and geographies will invest first in UC and collaboration solutions, and how vendors should begin positioning themselves and their products to fully take advantage of these emerging opportunities.
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Cloud Services: How To Match Pricing Models To Customer Segments

rank E. Gillett, Vice President, F Principal Analyst Although cloud computing ideas vary wildly, most have a service pricing model rather than a product sales approach. But there isnt one uniform cloud pricing model. This session will answer the following questions: What are the cloud pricing models? What do customers want from cloud pricing models? How do the different cloud pricing models map to customer buying scenarios?
Selling Technology Solutions To The Business Customer: Best Practices For Service Providers
Chris Andrews, Senior Analyst Several powerful market trends point to the fact that business professionals will play an increasingly important role in the purchase of traditional IT services. This shift will have major implications for IT services vendors that must begin to anticipate the needs of business customers in their strategies, offerings, and go-to-market approaches. In this session, we will present the opportunity created by the alignment between IT and business customers and provide examples of companies that are leading in this important market shift.
Community Marketing: A New Discipline For Reinventing Technology Marketing

Laura Ramos, Vice President, Principal Analyst Peter Burris, Principal Analyst, Research Director Tough economic conditions in 2009 potentially mask profound changes in market and buying dynamics: The Internet creates pricing and feature transparency; solution sales require situation-specific customization; and community interactions strongly influence purchase and execution decisions. This session will look at the principles behind community marketing, present data about business buying behavior in the emerging social space, and explore why marketing leadership must overhaul practices to better match buyers business needs with offered capabilities to sustain ongoing business relationships.
Navigating A Security Market In Transition

onathan Penn, Vice President J IT security is an industry in transition as buying behavior radically reshapes itself. The twin challenges of economic belt-tightening and overburdened IT security staffs are driving organizations toward adopting managed security services rather than products. And as technologies like Web 2.0, virtualization, and cloud computing take root, customers are adopting new approaches and reprioritizing their responsibilities. IT security vendors, service providers, and consultants must respond by rethinking their strategies, transforming their business models, developing new partner ecosystems, and providing solutions that deliver demonstrable business value.
Evolutionary SaaS And PaaS Challenges For Software Vendors And Service Providers
Stefan Ried, Ph.D., Senior Analyst Software-as-a-service (SaaS) and platform-as a service (PaaS) are not only major paradigm changes to the deployment of software products and infrastructure. The total business model of software vendors and service providers is facing one of the biggest evolutions since hardware and software vendors split into two groups. This session will give guidance for Technology Product Management & Marketing professionals on how to turn the recent market movement into an opportunity for new business. Attendees will learn how to map SaaS and PaaS opportunities to current capabilities as a software vendor or as an outsourcing, ASP, or offshore service provider.
Evolving The Four Ps Of Marketing To Grow Revenue In Emerging Markets

Jennifer Belissent, Ph.D., Senior Analyst Tim Harmon, Senior Analyst Despite the economic downturn, there remain pockets of near- and long-term opportunities in regions around the world. While the BRIC story is widely known, vendors may choose to test the waters with smaller emerging markets or locations closer to home. To exploit these opportunities, vendors must revisit the four Ps of marketing: product, pricing, promotion, and placement. This session will draw from new Business Data Services global surveys and research on best practices for entering emerging markets and will address product-as-a-service offerings, incremental or micropricing models, appropriate channels and go-to-market partners, and target market selection.
The Future Of Enterprise Software: Is Virtual Hardware The Future Of Software?

ean-Pierre Garbani, Vice President, J Principal Analyst Todays computing has become such an intrinsic part of the business fabric that IT is close to reaching utility status. The focus shifted from the ability to build platforms to the ability to develop software applications, and it is going to shift again, this time to the cost of resources used to deliver and support business services. As the price of hardware continues to decline, the ultimate evolution of IT may be a revival of the hardware/software bundle but in the reverse order, where virtual machines become dedicated containers for predeployed and preconfigured applications or application- or process-oriented machines that can plug-and-play on the enterprise application bus.
Strategic Sales Enablement: Rethinking Siloed Product, Marketing, And Sales Relationships To Drive Growth
Eric G. Brown, Vice President, Research Director Scott Santucci, Senior Analyst As business decision-makers become more central to the buying process, the key to differentiation lies in rapidly shifting away from product capabilities and moving more into the conversations that client-facing employees have with buyers about their problems. To succeed in this emerging world, vendors must establish a sales enablement program that allows sales teams to configure messages, capabilities, and engagement strategies appropriate for a given customer scenario. This session will lay out a framework to align marketing content and programs with customers needs to allow salespeople to have the perfect conversation: timely, relevant, and in context.
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Forresters IT Forum 2009

Rede ning ITs Value To The Enterprise

Tom Pohlmann Vice President, Information Technology Research Forrester Research

Forresters IT Forum 2009

Redefining ITs Value To The Enterprise

Setting IT Strategies For Turbulent Times

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Enabling Business Strategy Through IT: The UPS Approach

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CIOs: Understanding The Financial Impact Of Green IT

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How To Structure And Fund Innovation In A Tactical Business Climate