IT benchmarking (the comparison IT costs and IT prices) with market leaders or other companies of your industry or maybe a foreign sector can be a valuable management tool. Its effectiveness, though, depends on the quality of the reference data and a professionally conducted benchmark (reference model).
LEXTA is a leader in IT benchmarking and offers a deeper look into its practices and experiences in the field of IT benchmarkings.
Business Analysis Knowledge Areas and Tasks (based on BABOK V3.0)amorshed
This is a 3 part training slides on #Business_Analysis Knowledge Areas and their tasks and Also Analyzing knowledge Areas vs. the #BACCM (Business Analysis Core Concept Models)
This presentation is tailored for organizational leaders who are interested in using digital to gain competitive advantage. It provides a systematic approach for steering the course of your digital transformation journey--from assessing your starting point to framing your digital challenge, focusing investment, mobilizing the organization and finally sustaining the digital transition.
What this guide will focus is not technology implementation, but a company-wide approach to digital transformation. It includes a step-by-step practical guidance for leaders to digitally transform their organizations by showing where to invest in digital capabilities and how to lead the transformation.
The digital transformation framework presented consists of four key phases and twelve detailed steps as well as practical tips to fundamentally improve business performance.
LEARNING OBJECTIVES
1. Acquire knowledge and the key concepts of digital transformation
2. Describe the digital transformation framework, phases and step-by-step process
3. Conduct a self-assessment of your digital mastery
CONTENTS
1. Introduction and Key Concepts of Digital Transformation
2. Digital Transformation Framework, Phases and Step-by-step Process
3. Digital Mastery Self-Assessment
To download this complete presentation, visit:
https://www.oeconsulting.com.sg/ppt-digital-transformation-implementation-guide
Use a Service Taxonomy to Organize and Manage Your IT Services ! What services do we offer? How do we organize them? How can we make them "customer centric?” What is a good starting point?
Successful IT Service Catalogs have well organized services. The Services Taxonomy, or framework is the key to organizing and understanding your services well.
Please join us to learn how to build a good service taxonomy in 4 logical steps, as well as 3 key mistakes to avoid.
In addition to a demo of our prebuilt service taxonomy, we will demonstrate these concepts in our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
Recording with demo available at http://content.evergreensys.com/service-taxonomy-webinar-slides-manage-it-services
This presentation offers highlights from the 2017 Women in the Workplace report by McKinsey & Company and LeanIn.org with solutions companies can take to foster gender equality.
https://womenintheworkplace.com/
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
Business Analysis Knowledge Areas and Tasks (based on BABOK V3.0)amorshed
This is a 3 part training slides on #Business_Analysis Knowledge Areas and their tasks and Also Analyzing knowledge Areas vs. the #BACCM (Business Analysis Core Concept Models)
This presentation is tailored for organizational leaders who are interested in using digital to gain competitive advantage. It provides a systematic approach for steering the course of your digital transformation journey--from assessing your starting point to framing your digital challenge, focusing investment, mobilizing the organization and finally sustaining the digital transition.
What this guide will focus is not technology implementation, but a company-wide approach to digital transformation. It includes a step-by-step practical guidance for leaders to digitally transform their organizations by showing where to invest in digital capabilities and how to lead the transformation.
The digital transformation framework presented consists of four key phases and twelve detailed steps as well as practical tips to fundamentally improve business performance.
LEARNING OBJECTIVES
1. Acquire knowledge and the key concepts of digital transformation
2. Describe the digital transformation framework, phases and step-by-step process
3. Conduct a self-assessment of your digital mastery
CONTENTS
1. Introduction and Key Concepts of Digital Transformation
2. Digital Transformation Framework, Phases and Step-by-step Process
3. Digital Mastery Self-Assessment
To download this complete presentation, visit:
https://www.oeconsulting.com.sg/ppt-digital-transformation-implementation-guide
Use a Service Taxonomy to Organize and Manage Your IT Services ! What services do we offer? How do we organize them? How can we make them "customer centric?” What is a good starting point?
Successful IT Service Catalogs have well organized services. The Services Taxonomy, or framework is the key to organizing and understanding your services well.
Please join us to learn how to build a good service taxonomy in 4 logical steps, as well as 3 key mistakes to avoid.
In addition to a demo of our prebuilt service taxonomy, we will demonstrate these concepts in our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
Recording with demo available at http://content.evergreensys.com/service-taxonomy-webinar-slides-manage-it-services
This presentation offers highlights from the 2017 Women in the Workplace report by McKinsey & Company and LeanIn.org with solutions companies can take to foster gender equality.
https://womenintheworkplace.com/
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
The Evolving Role of the Business AnalystTracy Cook
Two years ago, no one knew what a Business Analyst was. Today, companies around the world can’t find enough of them – what happened?
This session will describe:
* What a Business Analyst is and what a BA does
* What are the factors that have driven the growth of the Business Analysis profession
* How does the type of organization impact its need for BAs
* What do you need to consider if you are a Business Analyst – or want to be one – both today and tomorrow?
A business process represents a specific business need or goal, such as hiring an employee, processing a sales order, or reimbursing a business expense. Business processes are broken down into logical steps called activities, each of which can comprise one or more tasks. Tasks are assigned roles that determine which participants will perform the tasks. The transitions between activities determine the order in which they are performed and the basic workflow for the process.
WorkSpace lets you interact with business processes based on your assigned roles within your company.
By John Shook of Lean Enterprise Institute and David Brunt of Lean Enterprise Academy shown at the Lean Summit 2011 - Solving Business Problems on 10/11 November 2011
Business analysis Fundamentals | Fundamentals of business analysisTechcanvass
This presentation will help you in understanding the fundamentals of business analysis. You will learn the practice of business analysis, its components and about the business analyst.
This presentation is brought to you by Techcanvass. Techcanvass is an IIBA Endorsed Education Provider and offers the following courses:
ECBA Certification
-------------------------
http://techcanvass.com/Courses/business-analyst-training.aspx
CBAP Certification
---------------------------
http://techcanvass.com/Courses/IIBA-CBAP-certification-training.aspx
BA Training with Banking
---------------------------------
http://techcanvass.com/Courses/Business-Analyst-in-Risk-Management-training.aspx
BA Training with Investment Banking
-----------------------------------------------
http://techcanvass.com/Courses/Business-Analyst-Investment-Banking-training.aspx
BA Training with US Healthcare
--------------------------------------------
http://techcanvass.com/Courses/Business-Analyst-Healthcare-training.aspx
Website: http://techcanvass.com
Facebook Page: https://www.facebbook.com/Techcanvass
Twitter Handle: @techcanvass
Benchmark 2014 | Global Results for Desktop Support | HDI 2015MetricNet
In this presentation, MetricNet reveals results of their 2014 Global Benchmarking Initiative for Desktop Support, the methodology, the KPIs used for benchmarking, and performance data from more than 140 companies worldwide!
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
The Evolving Role of the Business AnalystTracy Cook
Two years ago, no one knew what a Business Analyst was. Today, companies around the world can’t find enough of them – what happened?
This session will describe:
* What a Business Analyst is and what a BA does
* What are the factors that have driven the growth of the Business Analysis profession
* How does the type of organization impact its need for BAs
* What do you need to consider if you are a Business Analyst – or want to be one – both today and tomorrow?
A business process represents a specific business need or goal, such as hiring an employee, processing a sales order, or reimbursing a business expense. Business processes are broken down into logical steps called activities, each of which can comprise one or more tasks. Tasks are assigned roles that determine which participants will perform the tasks. The transitions between activities determine the order in which they are performed and the basic workflow for the process.
WorkSpace lets you interact with business processes based on your assigned roles within your company.
By John Shook of Lean Enterprise Institute and David Brunt of Lean Enterprise Academy shown at the Lean Summit 2011 - Solving Business Problems on 10/11 November 2011
Business analysis Fundamentals | Fundamentals of business analysisTechcanvass
This presentation will help you in understanding the fundamentals of business analysis. You will learn the practice of business analysis, its components and about the business analyst.
This presentation is brought to you by Techcanvass. Techcanvass is an IIBA Endorsed Education Provider and offers the following courses:
ECBA Certification
-------------------------
http://techcanvass.com/Courses/business-analyst-training.aspx
CBAP Certification
---------------------------
http://techcanvass.com/Courses/IIBA-CBAP-certification-training.aspx
BA Training with Banking
---------------------------------
http://techcanvass.com/Courses/Business-Analyst-in-Risk-Management-training.aspx
BA Training with Investment Banking
-----------------------------------------------
http://techcanvass.com/Courses/Business-Analyst-Investment-Banking-training.aspx
BA Training with US Healthcare
--------------------------------------------
http://techcanvass.com/Courses/Business-Analyst-Healthcare-training.aspx
Website: http://techcanvass.com
Facebook Page: https://www.facebbook.com/Techcanvass
Twitter Handle: @techcanvass
Benchmark 2014 | Global Results for Desktop Support | HDI 2015MetricNet
In this presentation, MetricNet reveals results of their 2014 Global Benchmarking Initiative for Desktop Support, the methodology, the KPIs used for benchmarking, and performance data from more than 140 companies worldwide!
Internal Medicine Board Review - Cardiology Flashcards - by KnowmedgeKnowmedge
Internal Medicine Board Review Flashcards - This eBook contains 50 Cardiology Flashcards. The Flashcards are review questions and can be used to study for medical board exams including the USMLE Step Exams and the ABIM Internal Medicine Exam. More questions can be found at www.knowmedge.com
Using standards, open-source and advances in technology to bring down soft co...Infiswift Solutions
A look at some of the standards and open source tech that can help solar PV plants bring down their soft costs. This presentation also looks at how the internet of things (IoT) can utilize these tools to offer next generation services to the solar PV industry.
Want to learn more about Activity Based Costing or IT Delivery Services Transparency? Would you like to better communicate your Technology Services Catalog or articulate proper chargebacks to the Business Stakeholders?
The business demands Best-in-Class Solutions with a secure and reliable infrastructures with no downtime, and now the CIO can provide a portal view with comprehensive Business Unit Dashboards and custom Data Analytics reporting.
Data To Value offer both on-client and managed services to address customer's data quality and profiling challenges.
Partnering with Data To Value can boot-strap firms's Data Governance challenges through clear demonstration of business value.
Dealing with Common Data Requirements in Your EnterpriseWSO2
To view recording of this webinar please use below URL:
http://wso2.com/library/webinars/2016/11/dealing-with-common-data-requirements-in-your-enterprise/
Today’s enterprises are challenged with fast growing data requirements. Unlike in the past, where organizations relied on a single database or isolated data silos, today’s enterprises need to cope with multiple data sources and complex access control requirements. They also need to analyze large amounts of data in order to gain insights into their business functions.
This webinar will discuss how the WSO2 platform can help deal with common enterprise data requirements such as data as service transactions, aggregation of corporate entities and management of fragmented data sources to build an efficient enterprise data management strategy.
This presentation gives an overview of StreamCentral technology targeted for IT professionals. StreamCentral is software to model and build Big Data Solutions. StreamCentral consists of a Big Data Solutions Modeler that not only makes it easy to model traditional BI/DW and Big Data solutions but also auto deploys the model on the latest innovations in Big Data Management solutions (like HP Vertica and SQL Server Parallel Data Warehouse). StreamCentral Big Data Server executes the model definition in real-time. StreamCentral drastically reduces the time to market, risk and cost associated with building traditional BI/DW and Big Data solutions!
Integrating SIS’s with Salesforce: An Accidental Integrator’s GuideSalesforce.org
Join our next Success webinar, Integrating Student Information Systems with Salesforce: Strategies and Best Practices, to explore the many ways system integration benefits your school. Whether you want an aggregated view of your students, the ability to trigger actions based on status changes, or the automation of manual work, you will learn the three simple steps to successful integration. By highlighting how higher education institutions have integrated with the most popular Student Information Systems, Grant Miller, director of Alliances and Jill Kenney, Director of Sales Engineering at the Salesforce Foundation, will explain the layers of integration and discuss considerations like synchronous-versus-asynchronous and buy-versus-build options.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
2. For technically-oriented benchmarking, LEXTA has access to current data from
approx. 1,500 individual contracts containing approx. 50,000 price and cost items
Company-Profile-LEXTA.pptx
Slide 1Source: LEXTA
IT BENCHMARKING METHODOLOGY
IT
Benchmarking
Benchmarking strategies Procedure Results
• Analysis of IT service scope, with
demarcation of standard and non-
standard service components
• Determination of IT costs, with
projection onto a standardised service
scope for all IT services under
consideration
• Analysis of IT costs
• Determination of business-related
KPIs, e.g.:
– IT costs vs. sales or as a
share of overall costs
– IT costs per user / employee
– IT costs per subscriber, etc.
• Comprehensive statement on the gap
between the IT service providers with
excellent cost / performance positions
(lessons learned)
• Reliable identification of levers and
approaches for the optimisation of costs
with an estimation of potential
• Business- and cost-related IT KPIs for
industry-specific trend comparisons
• Indicator of customary market practice
for user requirements
• Limited consideration of quality
standards, functional scope and
company-specific characteristics
Business-
oriented
benchmarking
Technically-
oriented
benchmarking
IT
Benchmarking
3. SupportOperateBuildPlan
Standardisation is the key in IT management – LEXTA can provide benchmarks
for all standard IT services
Company-Profile-LEXTA.pptx
Slide 2Source: LEXTA
IT VALUE CREATION PYRAMID
Standard
applications
(e.g. SAP/ERP)
Data centre facilities
(Building, air conditioning, etc.)
Hardware
(Processors, storage, network)
Operating systems
(e.g. UNIX, Windows)
Databases
(e.g. Oracle)
= Standard IT benchmarking = LEXTA-specific cost estimate (ProBIT) = LEXTA-specific application benchmarking
Individual
applications
4. Slide 3
All IT benchmarking is based on clearly-defined service categories
TYPICAL CATEGORIES FOR IT BENCHMARKING
Source: LEXTA
Networks and Telephony
LAN/wireless LAN VPN TelephonyWAN
Internet access
(incl. firewall)
Daily rates
Platforms and Databases
Web services /
portals
MiddlewareDatabases
Data Centre
Applications
Standard applications
(SAP, incl. IS modules)
Application
development
Custom
applications
End-User Computing
Desktop
Printer/peripherals
Messaging
(e.g. email)
Smartphone
Virtual client /
terminal services
Collaboration
platforms
Standard software /
software distribution
File / print services
Notebook
Thin client
Basic services
(e.g. ADS)
Server Data centre LAN
Storage ArchiveBackup and restore
Co-location
Output management
Tablet
Overheads and general expenses
Service desk / user help desk
Field service (Break & Fix, IMACD)
Company-Profile-LEXTA.pptx
5. BITKOM’s extensive benchmarking standards…
Company-Profile-LEXTA.pptx
Slide 4Source: BITKOM
CONFORMITY WITH BITKOM BENCHMARKING STANDARDS (1 OF 2)
Methodological competence
• Standardised approach towards data collection and
analysis
• Identification and quantification of cost drivers
• Verification of data and procedures to identify possible
inconsistencies and gaps
Experience
• Methodological competence in data collection, measurement
and comparison
• Seniority, experience and continuous availability of
the person responsible for benchmarking
• Substantial references from benchmarking projects
Principles and code of conduct
• Open and fair conduct
• Observation of legal requirements and confidentiality in
data handling
• Comprehensive and truthful data collection
• Conformity with schedules and milestones
• Continuity of project team
• Target-oriented preparation and hosting of project meetings
Provisioning of an up-to-date, comprehensive pool of data
• Coverage of all service components
• Coverage of service range and quality
• Up-to-date data (< 15 months)
• Database granularity as regards service depth
• In-house database
• First-hand data collection
• Data quality assurance
• Uniform and standardised services
• Frequent updates
• Geographical coverage
Europa and North America
(global within GBN)
6. …are covered almost perfectly by LEXTA
Company-Profile-LEXTA.pptx
Slide 5Source: BITKOM
CONFORMITY WITH BITKOM BENCHMARKING STANDARDS (2 OF 2)
Data collection and analysis
• Compilation of technical performance indicators
• Collection of service quality data, with particular focus on
cost drivers
• Recording of the individual company setting
• Recording of governance and business processes
• Creation of peer groups
• Development of categories based on SLAs and / or services
• Assessment of special financial items (e.g. asset or human
resource transfers, ‘cosmetic’ pricing adjustments, risk
spreading)
• Data standardisation using price deductions and premiums
• Transparent standardisation
Full compilation of all factors influencing price
• Service specifications
• Quality
• Complexity
• Volumes / amounts
• Contract duration
• Special arrangements
–
Project organisation
• Application of a three-tiered organisational model (steering
committee, project management and team)
• Organisation of data collection workshops and
coaching sessions
• Realistic project planning
Presentation of results
• Market conformity shown for the results
• Best in class results shown
• Extensive presentation of the results
• Comparison within the same industry sector
• Comparison with other industries
• Peer group sample size (>= 6)
• Indicator analysis
• Derivation of levers
• Clear and tangible results
• Proof of experience via existing references
7. All IT benchmarks are based on continuously updated data, hand-picked and quality-
assured by LEXTA consultants
Company-Profile-LEXTA.pptx
Slide 6Source: LEXTA
LEXTA BENCHMARKING DATABASE
Criteria Core content
Data quality
• Collected at first hand by LEXTA consultants during benchmarking, sourcing and cost optimisation
projects, all data is quality-assured
• Data is gathered in close cooperation with the customer during contract and cost analyses, and is
verified explicitly in joint workshops
• No third-party data, no research data
Data currency
• Benchmarks use recent data with a maximum age of 12 months
• For trend extrapolation, time series data is available from the last 10 years
Data scope
• Current data pool:
Approx. 250 companies
Approx. 1,500 individual contracts
Approx. 50,000 records; 2,500 records for application operation benchmarks
Levers and
recommendations
• All benchmarking categories can draw on an extensive collection of
levers,
price drivers, and
recommendations
8. A typical IT benchmarking project consists of six phases
Company-Profile-LEXTA.pptx
Slide 7Source: LEXTA
IT BENCHMARKING PROCEDURE
1. Preparation 2. Collection of
initial data
3. Normalisation 4. Selection of
peer group
5. Execution of
benchmarking
6. Identification
of levers
Phases:
• Kick-off
• Select contact
persons for
benchmarking
• Classify service
modules
• Scheduling
Content: • Collect information
on service
portfolio, quantity
structures, SLAs,
security and costs
• Analyse overheads
(if necessary)
• Research
company’s specific
regulations
• Ensure
comparability of IT
services
• Consider SLA
criteria
• Scale client data to
parameters of
comparable
systems
• Define selection
criteria for peer
groups
• Select inner and
outer peer groups
as benchmark
references
• Establish clarity as
regards
comparability and
potential limitations
• Calculate costs per
IT service
• Determine ranking
in comparison to
competitors
• Show costs in
comparison to peer
groups
• Identify causes of
cost differences
versus peer group
• Identify potential
for improvement
• Plan
implementation
• Project frameworkResults: • Report on current
situation
• Report on
correction
factors
• Peer group
selected
• Benchmarking
results
• Improvement
potential
• Overview of levers
9. Data recording in templates is based on a detailed interrogation of the service
descriptions for the services in scope
TEMPLATE STRUCTURE
Worksheet basic data
• Responsible persons for data delivery and quality
• Data recording version
Worksheet service scope
• Definition of service scope
Worksheet quantity structure
• Recording of relevant quantities
Work sheet service levels
• Definition of service levels
Worksheet technology
• Specification of technologies used for service delivery
Worksheet costs
• Recording of costs (labour, hardware, software, third-
party and material costs) for the service
Worksheet special data
• Identification of additional company-specific information
and cost drivers
Template content and structure
IT Benchmarking
Service Service desk
Version recorded 0.1
Date of data recording
Customer contact
LEXTA consultant
An extra form (cover
sheet) is available for
cross-subject data
(security, contract
conditions, etc.)
Source: LEXTA Slide 8
Company-Profile-LEXTA.pptx
10. Within the normalisation process, comparability between benchmarking participant
data is ensured by normalising it against a common reference model
Company-Profile-LEXTA.pptx
Slide 9Source: LEXTA
APPROACH TO NORMALISATION
Company 1
Company 2
Company n
Client company
Reference
model
Normalisation
Normalised and non-
normalised data from the
companies is available in the
benchmarking database
Normalisation
11. Company-Profile-LEXTA.pptx
Slide 10
Normalization is not a ‘black box’ but a transparent computation
In EUR per ticket
Service Normalisation
requirement
Approach Agreed by
contract
Normalisation of Markup (+) /
markdown (-)
Service desk No customer identification
prior to call pick-up by agent
• Manual identification in approx. 50 % of the calls
(LEXTA estimate)
• Identification cost of 20 seconds per call (LEXTA
estimate)
• Customary hourly market rate for qualified support
of €65.50 (benchmark mean value)
No Peer group + 0.22
Fault analysis only partially
included
• Estimate of 4 hours per month (LEXTA estimate) for
the additional fault analysis
• Customary hourly market rate for qualified support
of €65.50 (benchmark mean value)
Yes Peer group + 0.10
Extended reporting partly
included
• Estimate of 4 hours per month (LEXTA estimate) for
the preparation of further reports
• Customary hourly market rate for reporting
specialist of €87.50 (benchmark mean value)
Yes Peer group – 0.14
Normalisation total Peer group + 0.18
Number of tickets per month 2,500
NORMALISATION ‒ SERVICE DESK PROJECT EXAMPLE
Source: LEXTA
12. The peer groups are selected on the basis of quantitative and qualitative criteria
Company-Profile-LEXTA.pptx
Slide 11Source: LEXTA
SELECTION OF PEER GROUP
* = comparable without normalisation = = minor normalisation necessary = needs to be discussed
No. Industry Region Number of users Comparability IT provided
internally,
integrated or
externally
Service level* Security
requirements*
Peer company EMEA, FTAA, AFTA 150,000 External
1 Transport and logistics EMEA 60,000 Integrated
2 Utility company EMEA 95,000 Integrated
3 Automotive EMEA, FTAA, AFTA 100,000 External
4 IT service provider EMEA 100,000 External
5 Chemical industry EMEA, FTAA, AFTA 110,000 Integrated
6 Transport and logistics EMEA, FTAA, AFTA 120,000 Integrated
7 Financial services EMEA, FTAA, AFTA 150,000 Internal
8 Industry EMEA, FTAA, AFTA 180,000 External
9 Telecommunications EMEA, FTAA, AFTA 240,000 Integrated
10 Automotive EMEA, FTAA, AFTA 260,000 External
PROJECT EXAMPLE
13. Presented in an anonymised chart, each benchmark serves to indicate the evaluation
of prices from service providers or other market participants
Company-Profile-LEXTA.pptx
Slide 12Source: LEXTA
BENCHMARKING RESULT SERVICE DESK
16.45
Rank 10
24.22
Rank 9
21.86
Rank 8
20.17
Rank 7
19.14
Rank 6
16.82
Rank 5
15.57
Rank 4
15.16
Rank 3
13.25
Rank 2
12.88
Rank 1
12.39
Arithmetic
mean
17.15
1st
quartile
13.73
Price
16.45
In EUR per ticket
Example client Benchmark
PROJECT EXAMPLE
14. Slide 13
RECOMMENDED ACTIONS – SERVICE DESK
No. Observation Recommended action
1 The number of tickets per user is significantly above the
market level
• Check ticket volume after successful completion of Windows
7 migration
• Investigate staff training needs
2 The proportion of forwarded tickets is 50 percent and thus
higher than the market (average at 30 percent)
• Check the troubleshooting database and procedure for
knowledge transfer within the various departments
• Check process steps used for problem management
3 Staff with very good language qualifications; service desk is
offered in four languages
• Perform a requirements analysis with the goal of reducing
the number of languages offered
4 The average Service Desk response time is 350 seconds and
is thus much higher than the market (20 seconds)
• Increase staffing levels at peak times
• Reduce maximum problem resolution time before forwarding
Customer Market
0.85
0.65
The reasons for the high ticket volume should be investigated; staff training
requirements should also be reviewed
Company-Profile-LEXTA.pptx
Source: LEXTA
PROJECT EXAMPLE
15. During application benchmarking, LEXTA distinguishes between standard and
customised applications
Slide 14
APPLICATION BENCHMARKING METHODS
Source: LEXTA
Topic Standard application benchmark Customised application benchmark
Approach
• Standard applications (e.g. SAP) share
specific ‘standards’ and therefore are
compared only with other standard
applications
• Standard applications compared have the
same functionality (e.g. SAP BW)
• Customized applications are unique – they
are compared to other applications on the
basis of operational cost drivers
• Applications compared may be functionally
distinct
Services included
• Application operations
• Basic operations
• Infrastructure
• Application operations
• Infrastructure (optional)
Comparison group
• Standard applications from other companies
comparable on size / industry
• Comparable quantity structure (user,
incidents, changes, etc.)
• Application with comparable operational cost
drivers (incidents, changes, service time,
interfaces (APIs), etc.)
Company-Profile-LEXTA.pptx
16. Reliable end-to-end benchmarks are available for the operation of SAP and standard
applications
Company-Profile-LEXTA.pptx
BENCHMARKING APPROACH TO SAP AND OTHER STANDARD APPLICATIONS
Applications Benchmark database
ERP
IS-U
BI
CRM
HCM
Mobile
Other
Dynamics NAV
Portal
Dynamics AX
Salesforce CRM
EDI
Oracle E-Business Suite
Other (e.g. CAD, PLM)
SAP
Microsoft EUR per account
EUR per transaction
EUR per master record
…
End-to-end benchmarks
include:
• Licenses
• Cost of maintenance
• Basic application operation
• Infrastructure
Databases
Servers
Storage
Backup and restore
DC LAN
Co-location
Not included:
• Larger implementation /
application integration
projects
• Service desk / user help
desk
End-to-end benchmarks EUR per SAP landscape
EUR per SAP product
EUR per SAPS*
EUR per user
EUR per invoice
EUR per infocube
Source: LEXTA Slide 15
* SAPS: SAP Application Performance Standard
17. +
Benchmarks for the operation of individual applications are based on the parameters
that constitute the primary cost drivers in application operations
Company-Profile-LEXTA.pptx
BENCHMARKING APPROACH TO INDIVIDUAL APPLICATIONS
Primary cost drivers Benchmark database
Best-practice costs for
application management,
based on over 1,000
benchmarked application
instances and regression
analyses
Application operations Infrastructure
Databases
Server
Storage
Backup and restore
DC LAN
Co-location
Service desk / user help
desk
…
Source: LEXTA Slide 16
Correlation of cost drivers with operational effort
Volume of problems
(easy / medium / complex)
Platform
Availability
Service request volume
Parametrisation volume
Volume of incidents
(easy / medium / complex)
Volume of changes
(easy / medium / complex)
Time of service, incl. call-out
service
Volume of logical partitions
Volume of APIs
Volume of users
Time of service
Incidents
Changes
Time of Service incl.
Call-out Service
Logical Partitions
APIs
User
Problems
Time of Service
Platform
Availability
Service Requests
Parametrization
18. The customer gains a competitive advantage by using SAP BI, but it comes at a price
Company-Profile-LEXTA.pptx
KPI OVERVIEW FOR SAP BI SALES
Improvement of business agility Reduction of application costs
1
2
3
4
5
Age / lifecycle Differentiation of
functionality
Customer
interface
Number of
stakeholders
Maturity of
documentation
Number of major
release changes
Build / run
ratio
Number of
weighted
changes
Implementation
time for changes
Projects in time /
in quality /
in budget
Maturity of
programming
language
Number of
interfaces
Innovation
strategy
Disaster
recovery
1
2
3
4
5
Cost per
infocube Average cost
per change
Incident /
problem ratio
Distribution
on- / near- /
offshore
Number of
3rd-level
tickets
External
maintenance
costs
Number of
incidents p. a.
Ratio
hotfixes / changes
Post-release
incidents / changes
Nucleus
Availability,
SaaS, cloud
Standardised
platform,
programming
environment
Tier levels
Virtualisation
PROJECT EXAMPLE
Source: LEXTA Slide 17
19. Three methods are used for benchmarking application development
Company-Profile-LEXTA.pptx
Slide 18
METHODS FOR BENCHMARKING APPLICATION DEVELOPMENT
Source: LEXTA
Application development effort
(Volume in person days, costs in EUR)
Benchmarking of development costs Hourly rate benchmarking
• Use of Function Point Analysis to
evaluate product complexity
• Method: market price or cost
benchmark, i.e. compare
development costs with similarly
complex projects from other
companies
• Demonstrate differences compared
to the very best on the market and
identify proper instruments
Analysis of productivity
(‘Productivity Index’)
• Evaluation of product complexity and
size in comparison with the market
(‘XL, L, M, S, XS’)
• Evaluation of the productivity index
as a percentage
• Use of a standardised record sheet
for data collection
• Method: interviews with 6 - 8 key
stakeholders, e.g. project manager,
developer, tester, division, service
provider, operations
• Identification of proper instruments
to improve productivity
• Evaluation of appropriateness of
hourly development rate in
comparison with the market
• Method: market price or cost
benchmark using the SFIA* model
According to skills (e.g. IT
Engineer, Consultant, Project
Manager)
or
According to bundles (e.g. R1 –
Creation of product specification
and solution concept)
• Identification of proper instruments
* SFIA: Skill Framework for the Information Age
20. Application development productivity is evaluated using an adapted standardised
record sheet
Company-Profile-LEXTA.pptx
Slide 19
ANALYSIS OF PRODUCTIVITY: ACTUAL SUBMISSION AND RESULTS FORMAT
Source: LEXTA
Project organisation
Staff
ProductProcesses
Environment
10 %
20 %
30 %
40 %
50 %
60 %
70 %
80 %
100 %
90 %
EXAMPLE
Criteria Specification Value
Project organisation
Project sponsor motivation Low 2
Project sponsor influence Low 2
Goal uniqueness Low 2
Goal conformity High 4
Risk management effectivity and efficiency Medium 3
Development site volume High 1
Proportion of near- / -offshoring Medium 2
Staff
Team experience High 4
Team cohesion High 4
Project manager experience Medium 3
Availability of key personnel Low 2
Quality of communication / information exchange within
the team
Medium 3
Employment of specialists Medium 3
Employee turnover Low 3
Product
Stability of requirements Medium 3
Quality of reused products High 4
Quality of development environment used High 4
…
21. Development project size, complexity and productivity can be correlated to produce
a comprehensive evaluation
Company-Profile-LEXTA.pptx
APPLICATION DEVELOPMENT BENCHMARK – ILLUSTRATION OF RESULTS
XS M XLLXL
Application size / complexity
0 %
100 %
50 %
75 %
25 %
Productivityindex
Basic project, badly managed
(costs too high)
‘Disastrous project’
(costs much too high)
Basic project, well managed Difficult project, well managed
Project 2
Project 3
Project 4
Project 1
Productivity index in percent, project cost* in EUR thousand
* Size of bubble: 100 50 25 10
Source: LEXTA Slide 20
22. Business processes can be benchmarked in their entirety or in terms of specific
sub-processes
Company-Profile-LEXTA.pptx
Slide 21
BENCHMARKING PROCESS FOR HUMAN RESOURCES
• Number of FTEs
per 1,000 staff
• Ø personnel costs
per FTE
• Number of FTEs
per 1,000 staff
• Ø personnel costs
per FTE
• Number of FTEs
per 1,000 staff
• Ø personnel costs
per FTE
• Processing time
per application
• Hiring rate
• Application rate
• Number of FTEs
per 1,000 staff
• Ø personnel costs
per FTE
• Costs per payslip
• Payroll processing
time
• Number of
payslips with
errors per 1,000
staff
• Number of FTEs
per 1,000 staff
• Ø personnel costs
per FTE
• Number of FTEs
per 1,000 staff
• Ø personnel costs
per FTE
• Training and CPD
costs/total
personnel costs
• Ø personnel costs
per trainee
• Ø number of CPD
days per employee
HR PlanningHR Marketing
HR
Procurement
Payroll
HR
Management
HR
Development
HR department (overall)
ILLUSTRATIVE
• Number of FTEs per 1,000 staff
• Average personnel costs per HR dept. employee
• Average HR dept. costs per employee
• Staff turnover
Source: LEXTA
23. Please contact us for further information
Company-Profile-LEXTA.pptx
Slide 22Source: LEXTA
CONTACT DETAILS
Matthias Seidl
Managing Director
Dorotheenstraße 37
10117 Berlin
Germany
http://www.lexta.com
Phone +49 30 887124-122
Fax +49 30 887124-20
Mobile +49 179 6617730
Email seidl@lexta.com
24. LEXTA offers a performance portfolio based on IT benchmarking that covers all of
the key IT issues in management
Company-Profile-LEXTA.pptx
Slide 23Source: LEXTA
LEXTA PERFORMANCE PORTFOLIO
IT Benchmarking
IT GovernanceIT Security
IT Service
Catalogue
IT Key Performance
Indicators
IT SourcingIT Cost Optimisation
IT Strategy /
IT Business ValueProject Management