Assets are the linchpin of a technical and commercial IT view. From a commercial point of view, this shows how the company is budgeted on the IT side, i.e. how much capital is tied up and which responsibilities exist from continuing obligations (e.g. in the form of maintenance contracts or software subscriptions). Technically, it becomes clear, which technologies are in use, where they are located and how the assets are connected. A well-maintained asset base enables management of the technologies and the resources required for them on the one hand, and planning of IT budgets on the other.

Asset management combines technical and commercial IT considerations and is therefore considered the basis for accurate IT financial management.

From a financial perspective, the effective management of the IT budget – of which assets are a significant part – is of paramount importance for the CIO and IT Financial Managers. (Gartner)

Assetmanagement im ITFM

This enables the decision-maker to prioritize investments for IT planning and therefore secure the long-term success of the IT environment. In addition, good asset management by the CIO is a central competence factor in budget negotiations with the CFO. CIOs with poor or no asset management do not even get around to placing the value contribution of IT for the company. In such cases, the CIO remains driven by the CFO.


Sophisticated ITFM tools enable the recording and mapping of all IT assets. These do not necessarily replace the existing Configuration Management Databases (CMDB) or replace them as leading systems, but make use of the contents of these databases. The interest of ITFM is the focus on capital requirements planning, as well as CAPEX and OPEX analysis – outside of existing Enterprise Resource Planning (ERP) systems such as SAP.

Financial management in IT concentrates on budget planning and monitoring budgets from within the IT. ITFM enables the recording of commercial information from new assets introduced during the year, allows you to remove expiring assets from the budget planning in a timely manner and provides you with information on when changes will affect your budgets.

The changes and influences must be differentiated in ITFM with regard to CAPEX and OPEX relevant content, although a holistic view must be maintained. Monitoring budgets with complex, outdated Excel wallpaper or getting figures from the ERP system via third parties is risky. It restricts CIOs from making business-relevant decisions or being able to report to the CFO at any time.  A minimum requirement here is the analysis and comparison of expenditure of the various asset classes in relation to the total expenditure incurred.

Asset management within the framework of ITFM is thus part of financial reporting and IT controlling in the narrower sense. Despite its essential function, it is not part of the strategic management but of the operational management and thus forms the basis for the other elements of ITFM. Asset, capital requirement, CAPEX and OPEX management are therefore also the subject of middle IT management. Modern ITFM instruments should also address this target group and provide the corresponding views.