Værdien af Identity & Access Management, Jan Quach, Accenture

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Identity & Access Management

Jan Quach & Aditya JayanthiInformation Security Services


• We are…

• It all started…

• Vision

• Approach

• Journey

• So far, so good

• What’s in it for you

Agenda

We are VELUX and Accenture


• Established in 1941

• Approx. 10000 employees globally

• 2600 in Denmark

• Sales companies in almost 40 countries

• Production companies in 11 countries

• Head office in Hørsholm, Denmark

• Owned by VKR Holding, a limited company wholly owned by foundations and family

• VKR Holding turnover 17,8 billion. DKK in 2010.

• One of the strongest global brands in the building materials industry

• Name and brand registered in almost 100 countries

The VELUX Group


• Global management consulting, technology services and outsourcing company

• Globally more than 244.000 people

• Operating in more than 120 countries

• Turnover US$25,5 billion in FY 2011

Security Practice

• Over 1800 security professionals

• Represented in more than 55 countries

• Servicing over 250 clients

Accenture


• VELUX has outsourced IT- application and infrastructure management to Accenture

• Accenture delivers advisory services to VELUX

• Accenture started working with VELUX to define IAM as part of overall outsourcing deal

Cooperation

It started with…


• Inefficient onboarding processes

• Inconsistent identity data

• Compliance (Audit findings)

• Labor intensive processes

= Good foundation for I&AM

Why I&AM?

Vision


1. One common corporate identity for each employee or other associated person • Ensure that all data related to one identity are linked which will heighten the usability and remove sources of

error

2. Global consistent joiner/mover/leaver process• Save time and resources for the managers and support functions and reduce obstacles and sources of error

3. Transparency of valid identity data• Ensure a global overview of identity data for optimization and reporting. Furthermore, the transparency will

improve risk management capabilities

4. Agile identity handling and access management• Use automation to reduce time to execute and minimize errors.

Vision

Approach


1. Define the vision, high-level strategy and roadmap• Ensure that all business stakeholders are involved and agree on common vision. Define a high-level

strategy for implementation that is aligned with business goals across departments

2. Choose the right technology partners• Technology partners should be aligned with the overall IT Strategy and should fit in the overall IT landscape

3. Implement a proof-of-concept• To goal is to demonstrate capabilities that are relevant for business in specific organizational setting

4. Focus on continuous benefit realization with flexible implementation• Ensure quick wins and ongoing benefit realization aligned with long-term vision rather than large scale

implementations with distinct benefit realizations model

Approach

Journey


1. Capability assessment and workshops with key stakeholders• Goal was to identify the key areas of improvement and pain points

• To introduce the concept to key stakeholders and align the business support

2. Vendor selection and proof-of-concept• Ensure we chose a vendor and not just a product

• Developed a PoC based on multiple scenarios

3. Focus on quick wins to get program off the ground• Implemented projects that had quick and visible impact

• Proactively focused on areas where IAM is the enabler for implementing better process

4. Aligned with overall IT strategy direction• Be flexible in implementation approach

• Align with overall direction of IT strategy to ensure ongoing support

Journey

So far, so good


Benefit Realization

• Implemented enterprise level services

• Consistent processes that are easy to adopt

• Improved compliance

• Greater flexibility to adopt new opportunities

The story has just begun

What´s in it for you


• Top-level Management support is essential

• Broad organizational involvement

• Communication at the right level

• Risk Management

• Legal Matters

Do’s


• Treat I&AM as an IT-project

• Aim too high

• Promise too much, things take time

• Underestimate the “organizational change” aspect

• Put I&AM as secondary task, it is a large coordination project

Don’ts

Thanks for listening!Contact informationJan [email protected]

Contact informationAditya [email protected]

Marcus Eriksson

Sales Leader, ISS & Qradar

Sara Anwar

Nordic Sales

Sven-Erik Vestergaard

Security Architect

Comments or Questions?

Come see the Security Systems Team in the Expo area:

Jesper Glahn

Denmark Sales Leader

Værdien af Identity & Access Management, Jan Quach, Accenture

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