New Technology Business Case

Crowdsourced Business
Presentation Design Service

New Technology Business Case
Introduction of a New Technology
into an Organization

This presentation template outlines a business case for implementing a “Technology
X” into an organization. It can be used to introduce and highlight the benefits of a
new technology, conduct a high-level gap analysis, and present a business case for
the technology’s implementation over operating in the company’s current state.

ORIGINAL PROJECT DETAILS August 28, 2012
http://pptlab.com/presentation?pid=1

PPT Lab (www.pptlab.com) is the only crowdsourced
presentation design service. Get consulting-quality
presentations at a fraction of the cost!
www.PPTLab.com
support@pptlab.com Each month, we will create well over 50 slides of for our members.
As a member, you will drive what business slides we create by
submitting your own presentation projects to our team. All
presentations will be created by a team of management
consultants and follow the Consulting Presentation Framework.

PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 2

Contents

 Overview X

 Gap Analysis X

– Current State X

– Gaps X

– Future State X

 Strategic Options X

– Recommendation X

 Next Steps X

 Appendix X

Contents

 Overview

 Gap Analysis

– Current State

– Gaps

– Future State

 Strategic Options

– Recommendation

 Next Steps

 Appendix


This presentation presents a business case for implementing TechnologyX
Executive Summary

This presentation outlines a business case for implementing TechnologyX for CompanyX. We will look
at the current state of CompanyX and existing gaps that separate it to the desired future state.
In reaching our future state, we will consider 2 options – 1. operating in the current state by leveraging
existing resources and 2. investing a new technology to accelerate our timeline. We will look at the
qualitative and quantitative attributes for each option before arriving at a recommendation.
Within this presentation, we will also provide an overview of CompanyX and the various solutions and
service providers available in the market.
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text. Insert more filler text. Insert more filler text. Insert more filler text. Insert more filler text. Insert more
filler text. Insert more filler text. Insert more filler text.


Big Data refers to data sets whose sizes is beyond the ability of commonly
used software tools—we must rely on emerging technology for Big Data
Overview of TechnologyX

Big Data is a term applied to data sets whose size is beyond the ability of commonly used software
tools to capture, manage, and process within a tolerable elapsed time. Big Data sizes are a constantly
moving target currently ranging from a few dozen terabytes to many petabytes in a single data set.
Examples of Big Data include Web logs; RFID; sensor networks; social networks; Internet text and
documents; Internet search indexing; call detail records; astronomy, atmospheric science, biological,
genomics, biochemical, medical records; scientific research; military surveillance; photography
archives; video archives; and large scale eCommerce.
Being able to analyze and understand Big Data arms organizations with invaluable operational and
consumer insights. The issue is having the technology to be able to effectively and accurately process
such massive amounts of data. There are currently several software vendors focused on the issue of
Big Data.

Through analysis of Big Data, companies can gain invaluable operational and consumer
insights.

Source: Hadoop and the Data Warehouse, 2011

Taking into the account the cost and features trade-offs, Vendor X provides
the best fit for our organization
Vendor Comparison

INSERT LOGO

Implementation Costs $200K $XK

Ongoing Maintenance
Costs (Annual) $20K $50K $XK

Feature Set X   
Feature Set Y   
Feature Set Z   
Vendor X provides the best fit
in terms of both technology
and budget

Source: Cloudera Hadoop website, Whitepaper X

Taking into the account the cost and features trade-offs, Vendor X provides
the best fit for our organization
Vendor Comparison – Competitive Landscape

High

Vendor X provides the
Medium

TECHNOLOGY
CAPABILITIES best fit in terms of both
technology and budget
Low

Low Medium High

COST

Source:

Source:
SWOT Analysis – VendorX

OPPORTUNITIES THREATS

 Insert filler text insert filler text insert  Insert filler text insert filler text insert
filler text insert filler text filler text insert filler text

STRENGTHS


PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service
Insert filler text insert filler text insert  Insert filler text insert filler text insert

WEAKNESSES
Insert key takeaway for vendor based on SWOT.

9

Contents

 Overview

 Gap Analysis

– Current State

– Gaps

– Future State


– Recommendation

 Next Steps

 Appendix


Critical gaps currently exist—separating us from our desired Future State
Application to CompanyX

CURRENT STATE GAPS FUTURE STATE

• Filler text filler text filler text filler • Filler text filler text filler text filler • Filler text filler text filler text filler
text filler text filler text text filler text filler text text filler text filler text


By implementing TechnologyX, we can bring our organization from Level 1
to Level 5 on the Capability Maturity Model
Capability Maturity Model Level 5
OPTIMIZING
In the current state, we are here.
In this stage, processes are Level 4
unpredictable, poorly controlled,
and reactive.
QUANTITATIVELY
MANAGED

Level 3
DEFINED After implementation of
TechnologyX, our future state will
be here. In this phase, processes
are already measured and
Level 2
controlled—the focus is now on
MANAGED process optimization. This will take
X years and result in <insert text
about benefits>.
Level 1
INITIAL
time

Most of our competitors are in levels 3-4—implementation of Technology provides us
with a competitive advantage.
Source: What is CMMI, Godfrey, NASA

The BI Maturity Model shows the natural growth of and impact on
organizations as they successfully implement and leverage BI technologies
BI Maturity Model

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5
UNAWARE TACTICAL FOCUSED STRATEGIC PERVASIVE

• Complete lack of • No business • Funding from • Establish a
awareness sponsor, IT business units on a balanced portfolio • Use of BI is
• Spreadsheet and executive in charge project-by-project of standards extended to
information anarchy • Limited users basis • Business objectives suppliers,
• One-off reporting • Data inconsistency • Specific set of users drive BI and customers, and
requests and stove-piped is realizing value performance business partners
systems • Successful focus on management • Analytics are
a specific business strategies inserted into and
need • Deploy an around the
enterprise metrics business process
framework • Information is
• Governance trusted across the
policies are defined company
and enforced

time

We are currently at level 1, INSERT BUMPER TAKE-AWAY STATEMENT.

Source: Gartner Maturity Model, 2008

to Level 5 on the Maturity Model
Maturity Model

UNAWARE TACTICAL FOCUSED STRATEGIC PERVASIVE

In the current state, we are at the end
of Level 1 and start of Level 2. Data is
inconsistent and processes are
largely dependent on spreadsheets.
There is no business sponsor.
Processes and systems are led by IT.

After implementation of TechnologyX, our
future state will be here. In this phase, use
of BI has already been extended to
partners and vendors. Information is
trusted across the organization. Business
processes are refined and complemented
with analytics.

time

Source: Gartner Maturity Model, 2008

The Maturity Model shows the technological, organizational, and
operational attributes across 5 levels of technology integration
Maturity Model (1 of 2)

INSERT INSERT INSERT INSERT INSERT
NAME NAME NAME NAME NAME
Technology

Organization

Operations

time

We are currently at level 1, INSERT BUMPER TAKE-AWAY STATEMENT.


to Level 5 on the Maturity Model
Maturity Model (2 of 2)

INSERT INSERT INSERT INSERT INSERT
NAME NAME NAME NAME NAME
Technology

Organization

Operations

time



CURRENT FUTURE
STATE
GAPS STATE
In the current state …
Current State Deep Dive

• Filler text filler text filler text filler text filler text filler text filler text filler text filler text filler text filler text filler text filler text filler
text filler text filler text

Insert statement around the current state business value.


CURRENT FUTURE
STATE
GAPS STATE
Insert Headline
Gaps Deep Dive


Bumper text.


CURRENT FUTURE
STATE
GAPS STATE
In the future …
Future State Deep Dive


Insert statement around future state business value achieved.


Contents

 Overview

 Gap Analysis

– Current State

– Gaps

– Future State


– Recommendation

 Next Steps

 Appendix


In order to reach the future state, we can either leverage existing resources
or invest in new technology
Leverage or Invest

How do we get to the future?
LEVEL 1 LEVEL 5
INITIAL OPTIMIZING

1 LEVERAGE EXISTING RESOURCES VS 2 INVEST IN NEW TECHNOLOGY

 Our first option is to operate with our current  In the second option, we invest in new technology to
resources and grow from level 1 to level 5 organically improve our current state and expedite our growth to
level 5
 This is the conservative option—it is slower and
requires no additional financial investment  This is the aggressive option—it requires immediate
financial investment to achieve more immediate
results


Leveraging exist resources saves us initial costs, 1 2
LEVERAGE VS INVEST
but at the cost of time
Option 1 – Leverage Existing Resources

COSTS
OVERVIEW

 Filler text filler text filler text
filler text
$X
 Filler text filler text filler text $X $X
$X $X
filler text
filler text

2012 2013 2014 2015 2016
Payback Period:
X Years
BENEFITS 5-Year ROI:
$X
5%
$X

$0 $0 $0

2012 2013 2014 2015 2016


If we invest today, we can achieve a X% ROI within 1 2
LEVERAGE VS INVEST
5 years
Option 2 – Invest in New Technology Today

COSTS
OVERVIEW

 Filler text filler text filler text $X
filler text
filler text $X

filler text $X
$X $X

2012 2013 2014 2015 2016
Payback Period:
X Years
BENEFITS 5-Year ROI:
$X $X 200%
$X

$X
$0
2012 2013 2014 2015 2016


We recommend in investing in new technology—as the incremental spend
is provides a significantly greater ROI in a short period of time
Recommendation

1 2
LEVERAGE EXISTING RESOURCES VS INVEST IN NEW TECHNOLOGY

• We recommend option 2
• Filler text filler text filler text filler text filler text filler text filler text filler text filler text filler text filler text filler text filler text
filler text filler text filler text filler text filler text filler text

Reaching our future state sooner also provides a number of non-financial benefits—such
as increased perceived value by our customers and partners.


1 2
LEVERAGE VS INVEST

Implementation Timeline & Resourcing Needs

2012 2013 2014 2015 2016
PHASES

Phase 1

Phase 2

Phase 4

Phase X

RESOURCES

Project
5 5 3 3 2
Management

Development 20 20 15 5

Testing 5 10 10 8

Other 2 2 5


1 2
LEVERAGE VS INVEST

Implementation Timeline & Resourcing Needs
Approach & Timeline
OBJECTIVES
Month 1 Month 2 Month 3 Month 4 Month 5
 Insert filler text insert filler
text insert filler text
 Insert filler text insert filler Conduct Gap Analysis and Evaluate and Prioritize Develop
text insert filler text Determine Project Portfolio Portfolio of Initiatives Roadmap
 Insert filler text insert filler
text insert filler text
 Insert filler text insert filler IT Project Future State
Gap Analysis Prioritized Projects
text insert filler text Portfolio Roadmap
Evaluate Value and Feasibility Roadmap
 Insert filler text insert filler Current Future
Quick Hits
text insert filler text Situation Vision

Existing
Initiatives

Oppor- New Prioritized List of Initiatives
Gaps
tunities Initiatives

Conducting a gap analysis allows to tactically prioritize our initiatives to achieve the
greatest business value.


1 2
LEVERAGE VS INVEST

Business Value over Time

2012 2013 2014 2015 2016

$XM $XM
$XM

Business value is
$XM driven by
$XM headcount
reduction of X and
time savings of Y
 Filler text filler text  Filler text filler text  Filler text filler text  Filler text filler text  Filler text filler text
filler text filler text filler text filler text filler text


Contents

 Overview

 Gap Analysis

– Current State

– Gaps

– Future State


– Recommendation

 Next Steps

 Appendix

Next Steps

 Meet with Stakeholder X, Stakeholder Y to discuss …

 Insert next step/action item text





Contents

 Overview

 Gap Analysis

– Current State

– Gaps

– Future State


– Recommendation

 Next Steps

 Appendix


PPT Lab (www.pptlab.com) is the only crowdsourced
presentation design service. Get consulting-quality
presentations at a fraction of the cost!
www.PPTLab.com
support@pptlab.com Each month, we will create well over 50 slides of for our members.
As a member, you will drive what business slides we create by
submitting your own presentation projects to our team. All
presentations will be created by a team of management
consultants and follow the Consulting Presentation Framework.


New Technology Business Case

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