Cisco commissioned Forrester Consulting to conduct a study on the total economic impact of Cisco's data virtualization solution. Forrester interviewed customers who had been using Cisco Data Virtualization for multiple years. The key findings were:
1) Customers experienced cost savings from IT project cost avoidance and reduced IT operating costs, as well as increased productivity from empowering employees to access data more quickly.
2) For a representative 20,000 employee organization, the benefits over 3 years included $1.3 million in IT project cost savings, $3.8 million from increased productivity, and 50% reduction in IT operating costs.
3) The costs included an initial $600,000 software license and $320,000
Organizations must onboard new data sources more frequently and quickly. In this presentation, you will learn about practices that rapidly deliver business value, while shrinking time to business value from months to days.
Business decisions are becoming increasingly dependent on analyzing an ever-greater volume of data coming from a growing number of sources. Mobile technology is providing immediate access to data whenever and wherever it is needed. Users, customers, and business partners are waiting for answers, and the organization must reduce the time required to collect, understand, and analyze the data needed to provide those answers. Modern enterprises need to increase the agility, flexibility, and speed with which they can analyze a growing volume, variety, and velocity of data.
This presentation discusses a method for rapid data integration and curation:
- Techniques for light data integration of new data with existing data assets
- Framework for data quality management
- Refining data integration through evolutionary modeling
- Managing curation processes
- Validating business value
Timely delivery of new data assets allows users to begin asking questions earlier and getting answers more quickly, allowing the organization to uncover the new insights that drive lasting business benefits.
The emergent recognition of the value of analytics clashes with the rampant growth of the volume of
both structured and unstructured data. Competitive organizations are evolving by adopting strategies
and methods for integrating business intelligence and analysis in a way that supplements the spectrum
of decisions that are made on a day-to-day and sometimes even moment-to-moment basis. Individuals overwhelmed with data may succumb to analysis paralysis, but delivering trustworthy actionable
intelligence to the right people when they need it short-circuits analysis paralysis and encourages
rational and confident decisions.
From IT service management to IT service governance: An ontological approach ...IJECEIAES
Some companies have achieved better performance as a result of their IT investments, while others have not, as organizations are interested in calculating the value added by their IT. There is a wide range of literature that agrees that the best practices used by organizations promote continuous improvement in service delivery. Nevertheless, overuse of these practices can have undesirable effects and unquantified investments. This paper proposed a practical tool formally developed according to the DSR design science approach, it addresses a domain relevant to both practitioners and academics by providing IT service governance (ITSG) domain model ontology, concerned with maximizing the clarity and veracity of the concepts within it. The results revealed that the proposed ontology resolved key barriers to ITSG process adoption in organizations, and that combining COBIT and ITIL practices would help organizations better manage their IT services and achieve better business-IT alignment.
Corporate Data Quality Management Research and Services OverviewBoris Otto
This presentation provides an overview of the research and services portfolio of the Business Engineering Institute (BEI) St. Gallen in the field of corporate data quality managemnet (CDQM). CDQM comprises topics such as data governance, data quality measurement, master data management, data architecture management etc. At the core of the research and service portfolio is the Competence Center Corporate Data Quality (CC CDQ). The CC CDQ is a consortium research project at the Institute of Information Management at the University of St. Gallen (IWI-HSG). Partner companies come from various industry and service sectors.
Craft an End-to-End Data Center Consolidation Strategy to Maximize BenefitsInfo-Tech Research Group
Your Challenge
Data center operating costs continue to escalate as organizations struggle with data center sprawl.
While data center consolidation is an attractive option to reduce cost and sprawl, the complexity of these projects makes them extremely difficulty to execute.
The status quo is also not an option, as budget constraints and the challenges with managing multiple data centers continues to increase.
Our Advice
Critical Insight
Despite consolidation being an effective way of addressing sprawl, it is often difficult to secure buy-in and funding from the business.
Many consolidation projects suffer cost overruns due to unforeseen requirements and hidden interdependencies which could have been mitigated during the planning phase.
Organizations that avoid consolidation projects due to their complexity are just deferring the challenge, while costs and inefficiencies continue to increase.
Impact and Result
Successful data center consolidation will have an immediate impact on reducing data center sprawl. Maximize your chances of success by securing buy-in from the business.
Avoid cost overruns and unforeseen requirements by engaging with the business at the start of the process. Clearly define business requirements and establish common expectations.
While cost improvements often drive data center consolidation, successful projects will also improve scalability, operational efficiency, and data center redundancy.
Organizations must onboard new data sources more frequently and quickly. In this presentation, you will learn about practices that rapidly deliver business value, while shrinking time to business value from months to days.
Business decisions are becoming increasingly dependent on analyzing an ever-greater volume of data coming from a growing number of sources. Mobile technology is providing immediate access to data whenever and wherever it is needed. Users, customers, and business partners are waiting for answers, and the organization must reduce the time required to collect, understand, and analyze the data needed to provide those answers. Modern enterprises need to increase the agility, flexibility, and speed with which they can analyze a growing volume, variety, and velocity of data.
This presentation discusses a method for rapid data integration and curation:
- Techniques for light data integration of new data with existing data assets
- Framework for data quality management
- Refining data integration through evolutionary modeling
- Managing curation processes
- Validating business value
Timely delivery of new data assets allows users to begin asking questions earlier and getting answers more quickly, allowing the organization to uncover the new insights that drive lasting business benefits.
The emergent recognition of the value of analytics clashes with the rampant growth of the volume of
both structured and unstructured data. Competitive organizations are evolving by adopting strategies
and methods for integrating business intelligence and analysis in a way that supplements the spectrum
of decisions that are made on a day-to-day and sometimes even moment-to-moment basis. Individuals overwhelmed with data may succumb to analysis paralysis, but delivering trustworthy actionable
intelligence to the right people when they need it short-circuits analysis paralysis and encourages
rational and confident decisions.
From IT service management to IT service governance: An ontological approach ...IJECEIAES
Some companies have achieved better performance as a result of their IT investments, while others have not, as organizations are interested in calculating the value added by their IT. There is a wide range of literature that agrees that the best practices used by organizations promote continuous improvement in service delivery. Nevertheless, overuse of these practices can have undesirable effects and unquantified investments. This paper proposed a practical tool formally developed according to the DSR design science approach, it addresses a domain relevant to both practitioners and academics by providing IT service governance (ITSG) domain model ontology, concerned with maximizing the clarity and veracity of the concepts within it. The results revealed that the proposed ontology resolved key barriers to ITSG process adoption in organizations, and that combining COBIT and ITIL practices would help organizations better manage their IT services and achieve better business-IT alignment.
Corporate Data Quality Management Research and Services OverviewBoris Otto
This presentation provides an overview of the research and services portfolio of the Business Engineering Institute (BEI) St. Gallen in the field of corporate data quality managemnet (CDQM). CDQM comprises topics such as data governance, data quality measurement, master data management, data architecture management etc. At the core of the research and service portfolio is the Competence Center Corporate Data Quality (CC CDQ). The CC CDQ is a consortium research project at the Institute of Information Management at the University of St. Gallen (IWI-HSG). Partner companies come from various industry and service sectors.
Craft an End-to-End Data Center Consolidation Strategy to Maximize BenefitsInfo-Tech Research Group
Your Challenge
Data center operating costs continue to escalate as organizations struggle with data center sprawl.
While data center consolidation is an attractive option to reduce cost and sprawl, the complexity of these projects makes them extremely difficulty to execute.
The status quo is also not an option, as budget constraints and the challenges with managing multiple data centers continues to increase.
Our Advice
Critical Insight
Despite consolidation being an effective way of addressing sprawl, it is often difficult to secure buy-in and funding from the business.
Many consolidation projects suffer cost overruns due to unforeseen requirements and hidden interdependencies which could have been mitigated during the planning phase.
Organizations that avoid consolidation projects due to their complexity are just deferring the challenge, while costs and inefficiencies continue to increase.
Impact and Result
Successful data center consolidation will have an immediate impact on reducing data center sprawl. Maximize your chances of success by securing buy-in from the business.
Avoid cost overruns and unforeseen requirements by engaging with the business at the start of the process. Clearly define business requirements and establish common expectations.
While cost improvements often drive data center consolidation, successful projects will also improve scalability, operational efficiency, and data center redundancy.
Data Quality Management: Cleaner Data, Better Reportingaccenture
In this new Accenture Finance & Risk presentation we explore a process to investigate, prioritize and resolve data quality issues, key to creating a more efficient and accurate reporting environment. View our presentation to learn more.
For more on regulatory reporting, see presentation on Financial Reporting Robotics: http://bit.ly/2qaLK9y
Visit our blog for latest Regulatory Insights: https://accntu.re/2qnXs1B
Info-Tech is the most innovative firm in the industry, and we pride ourselves on delivering better research than anyone.
Become a member and unlock a range of data-driven tools and resources to drive systematic IT improvement.
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
Financial Services provider data delivery models are actually shaped based on the client implementations. This presentation details the road map to standardize these disparate implementations into a single version.
Data Quality Management - Data Issue Management & Resolutionn / Practical App...Burak S. Arikan
One of the key stepping stones to turn the theoretical Data Governance concept to reality is the implementation of data issue management and resolution (IMR) process which includes tools, processes, governance and most importantly persistence to get to the bottom of the each data quality issue.
This presentation lays down the basic components of IMR process and tries to guide practitioners. This process was applied along with an in-house configured SharePoint management tool with workflows.
Your Challenge
As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating.
Vendors use a lot of marketing jargon, buzzwords, and statistics to sell their solutions, making objective evaluation rather difficult.
The endpoint protection (EPP) market is overcrowded and fragmented, resulting in information overload and consequently, a difficult vendor assessment.
Disparate product solutions are being bundled into one-off solutions or suites, often resulting in less efficient solutions than the more niche players.
Imminent obsolescence is an issue. Previous EPP solutions have not adapted with the rapidly evolving threat landscape and are no longer relevant, resulting in breaches or vulnerabilities.
Critical Insight
Don’t let vendors and market reports define your endpoint protection needs. Identify the use cases and corresponding feature sets that best align with your risk profile before evaluating the vendor marketspace.
Your security controls are diminishing in value (if they haven’t already). Develop a strategy that accounts for the rapid evolution and imminent obsolescence of your endpoint controls. Plan for future needs when making purchasing decisions today.
Endpoint protection is a matter of defense in depth and risk modelling, there is no silver bullet protection and mitigation solution. As end-client-technology providers release regular product/software updates, security tools will become outdated. Multiyear endpoint protection commitments will leave you playing a constant game of catch up.
Impact and Result
The solution is a holistic internal security assessment that not only identifies, but satisfies, your desired endpoint protection feature set with the corresponding endpoint protection suite and a comprehensive implementation strategy.
Use this blueprint to walk through the steps of selecting and implementing an endpoint protection solution that best aligns with your organizational needs.
A Glimpse into Software Defined Data CenterFung Ping
Note: This article is not published yet, it is for preview purpose. Interested publisher please contact hpfung1@gmail.com or hanping.fung@aeu.edu.my
A Glimpse into Software Defined Data Center
Abstract – Existing data centers today are not ready to support IT organizations to meet the ever changing business demands. Hence, next generation of data center like Software Defined Data Center (SDDC) is explored and expected to come to rescue. However, SDDC is relatively new since its inception in 2012 whereby there are different early interpretations on its definition, criteria, reference architecture and values that SDDC brings. There is also limited literature and sharing on how a SDDC works. The objective of this study is to shed some lights on SDDC operational definition, criteria, reference architecture, depiction on how SDDC works in three scenarios as well as standardized the values it brings. Moreover, some factors to guide IT organizations how to adopt SDDC are also discussed. This study has taken a qualitative approach in which SDDC literature is reviewed and some SDDC IT professionals are interviewed. Lastly, limitations of the study, future research and conclusion are also provided.
Selection of a standard collaboration platform and toolset used to be easy: Microsoft or IBM Lotus. Now there are many competitors in this market, fueled by the rise of Web 2.0 collaboration paradigms, requiring organizations to know what the problem is they are trying to solve.
This storyboard will help you:
•Understand and identify collaboration opportunities that exist within your organization.
•Identify leading vendors and compare capabilities.
•Select the right solution to implement.
Organizations are embracing the need to support teams with enterprise collaboration solutions.
Your Challenge
Risk is an unavoidable part of IT. And what you don't know, can hurt you. The question is, do you tackle risk head-on or leave it to chance?
Get a handle on risk management quickly using Info-Tech's methodology and reduce unfortunate IT surprises.
Our Advice
Critical Insight
1. IT risk is business risk.
Every IT risk has business implications. Create an IT risk management program that shares risk accountability with the business.
2. Risk is money.
It’s impossible to make intelligent decisions about risks without knowing what they’re worth.
3. You don’t know what you don’t know.
And what you don’t know can hurt you – so find out. To find hidden risks, you need a structured approach.
Impact and Result
Stop leaving IT risk to chance. Transform your ad hoc IT risk management processes into a formalized, ongoing program and increase risk management success by 53%.
Take a proactive stance against IT threats and vulnerabilities by identifying and assessing IT’s greatest risks before they happen.
Involve key stakeholders including the business senior management team to gain buy-in and to focus on IT risks that matter most to the organization.
Share accountability for IT risk with business stakeholders and have them weigh-in on prioritizing investments in risk response activities.
Data Quality Strategy: A Step-by-Step ApproachFindWhitePapers
Learn about the importance of having a data quality strategy and setting the overall goals. The six factors of data are also explained in detail and how to tie it together for implementation.
Determining where and how to host your IT systems is largely a strategic business decision, even more so than an IT decision. It’s one that can have a large impact on your business, in regards to system performance, security and cost. Having a clear understanding of the true costs of it all to not only weigh all of your options, but to build a comprehensive cloud and IT outsourcing strategy is essential.
There is growing discussion in many organizations on monetizing data, not only as a revenue source, but as a balance sheet item. John will cover some of the new and more interesting methods being kicked around for measuring data as an asset.
The number of cyber attacks against organizations continues to grow in complexity, frequency, and severity. SSOs handle confidential and restricted personal data, making them a target for cyber crimes. Since the SSO is accountable for protecting sensitive corporate and employee information, care must be taken to understand and protect the flow of this sensitive data.
How do you properly manage cyber threats? A robust cybersecurity program is imperative to protect your organization, employees, and customers.
In this report, find out about the building blocks needed for an effective SSO cybersecurity program.
To learn more, please visit www.scottmadden.com.
Nintex Workflow for Sharepoint - Return on Investment Whitepaper by Forrester...David J Rosenthal
Nintex commissioned Forrester Research to conduct aTotal
Economic Impact™ (TEI) study and examine the potential
return on investment (ROI) that enterprises may realize by
deploying Nintex’s workflow platform. The purpose of this
study is to provide readers with a framework to evaluate the
potential financial impact of using the Nintex workflow platform
within their organizations.
To better understand the benefits, costs, and risksassociated
with the implementation of the Nintex workflow platform, which we will refer to as the Platform, Forrester interviewed several
customers with multiple years of experience using Nintex Workflow and Nintex Forms. These customers recognize the value
inherent in automating processes. Their colleagues and customers are working both in offices and on mobile devices and
are spread across many countries. Content necessaryto collaborate and make business decisions is stored in many
applications across these devices. They have some well-defined processes, but the steps leading up to these processes or
to connect closely related processes are loosely defined and manual. With Nintex Workflow, customers can automate their
processes and create workflows that connect their people, processes, and content. With Nintex Forms, Nintex provides an
easy way to collect data from colleagues and customers within the workflow. Using Nintex Mobile, customers can extend
these workflows to users who are on the go. With Nintex Connectors, customers can easily integrate cloud services and lineof-business applications into their workflows.
Prior to using the Platform, these customers were mostly relying on custom code to automate processes. However, it was
difficult and time-consuming to build workflows, and many processes remained manual (e.g. paper-based,email, excel files)
while a backlog of requests for automation grew. This left customers frustrated with process inefficiencies and the inability to
automate faster. With the Platform, customers are able to automate processes in pace with demand, connect the right
people and data in each process, and easily make changes to workflows as processes change. This results in increased
productivity for end users and IT, reduced costs associated with automation, better collaboration, and higher quality of work.
Data Quality Management: Cleaner Data, Better Reportingaccenture
In this new Accenture Finance & Risk presentation we explore a process to investigate, prioritize and resolve data quality issues, key to creating a more efficient and accurate reporting environment. View our presentation to learn more.
For more on regulatory reporting, see presentation on Financial Reporting Robotics: http://bit.ly/2qaLK9y
Visit our blog for latest Regulatory Insights: https://accntu.re/2qnXs1B
Info-Tech is the most innovative firm in the industry, and we pride ourselves on delivering better research than anyone.
Become a member and unlock a range of data-driven tools and resources to drive systematic IT improvement.
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
Financial Services provider data delivery models are actually shaped based on the client implementations. This presentation details the road map to standardize these disparate implementations into a single version.
Data Quality Management - Data Issue Management & Resolutionn / Practical App...Burak S. Arikan
One of the key stepping stones to turn the theoretical Data Governance concept to reality is the implementation of data issue management and resolution (IMR) process which includes tools, processes, governance and most importantly persistence to get to the bottom of the each data quality issue.
This presentation lays down the basic components of IMR process and tries to guide practitioners. This process was applied along with an in-house configured SharePoint management tool with workflows.
Your Challenge
As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating.
Vendors use a lot of marketing jargon, buzzwords, and statistics to sell their solutions, making objective evaluation rather difficult.
The endpoint protection (EPP) market is overcrowded and fragmented, resulting in information overload and consequently, a difficult vendor assessment.
Disparate product solutions are being bundled into one-off solutions or suites, often resulting in less efficient solutions than the more niche players.
Imminent obsolescence is an issue. Previous EPP solutions have not adapted with the rapidly evolving threat landscape and are no longer relevant, resulting in breaches or vulnerabilities.
Critical Insight
Don’t let vendors and market reports define your endpoint protection needs. Identify the use cases and corresponding feature sets that best align with your risk profile before evaluating the vendor marketspace.
Your security controls are diminishing in value (if they haven’t already). Develop a strategy that accounts for the rapid evolution and imminent obsolescence of your endpoint controls. Plan for future needs when making purchasing decisions today.
Endpoint protection is a matter of defense in depth and risk modelling, there is no silver bullet protection and mitigation solution. As end-client-technology providers release regular product/software updates, security tools will become outdated. Multiyear endpoint protection commitments will leave you playing a constant game of catch up.
Impact and Result
The solution is a holistic internal security assessment that not only identifies, but satisfies, your desired endpoint protection feature set with the corresponding endpoint protection suite and a comprehensive implementation strategy.
Use this blueprint to walk through the steps of selecting and implementing an endpoint protection solution that best aligns with your organizational needs.
A Glimpse into Software Defined Data CenterFung Ping
Note: This article is not published yet, it is for preview purpose. Interested publisher please contact hpfung1@gmail.com or hanping.fung@aeu.edu.my
A Glimpse into Software Defined Data Center
Abstract – Existing data centers today are not ready to support IT organizations to meet the ever changing business demands. Hence, next generation of data center like Software Defined Data Center (SDDC) is explored and expected to come to rescue. However, SDDC is relatively new since its inception in 2012 whereby there are different early interpretations on its definition, criteria, reference architecture and values that SDDC brings. There is also limited literature and sharing on how a SDDC works. The objective of this study is to shed some lights on SDDC operational definition, criteria, reference architecture, depiction on how SDDC works in three scenarios as well as standardized the values it brings. Moreover, some factors to guide IT organizations how to adopt SDDC are also discussed. This study has taken a qualitative approach in which SDDC literature is reviewed and some SDDC IT professionals are interviewed. Lastly, limitations of the study, future research and conclusion are also provided.
Selection of a standard collaboration platform and toolset used to be easy: Microsoft or IBM Lotus. Now there are many competitors in this market, fueled by the rise of Web 2.0 collaboration paradigms, requiring organizations to know what the problem is they are trying to solve.
This storyboard will help you:
•Understand and identify collaboration opportunities that exist within your organization.
•Identify leading vendors and compare capabilities.
•Select the right solution to implement.
Organizations are embracing the need to support teams with enterprise collaboration solutions.
Your Challenge
Risk is an unavoidable part of IT. And what you don't know, can hurt you. The question is, do you tackle risk head-on or leave it to chance?
Get a handle on risk management quickly using Info-Tech's methodology and reduce unfortunate IT surprises.
Our Advice
Critical Insight
1. IT risk is business risk.
Every IT risk has business implications. Create an IT risk management program that shares risk accountability with the business.
2. Risk is money.
It’s impossible to make intelligent decisions about risks without knowing what they’re worth.
3. You don’t know what you don’t know.
And what you don’t know can hurt you – so find out. To find hidden risks, you need a structured approach.
Impact and Result
Stop leaving IT risk to chance. Transform your ad hoc IT risk management processes into a formalized, ongoing program and increase risk management success by 53%.
Take a proactive stance against IT threats and vulnerabilities by identifying and assessing IT’s greatest risks before they happen.
Involve key stakeholders including the business senior management team to gain buy-in and to focus on IT risks that matter most to the organization.
Share accountability for IT risk with business stakeholders and have them weigh-in on prioritizing investments in risk response activities.
Data Quality Strategy: A Step-by-Step ApproachFindWhitePapers
Learn about the importance of having a data quality strategy and setting the overall goals. The six factors of data are also explained in detail and how to tie it together for implementation.
Determining where and how to host your IT systems is largely a strategic business decision, even more so than an IT decision. It’s one that can have a large impact on your business, in regards to system performance, security and cost. Having a clear understanding of the true costs of it all to not only weigh all of your options, but to build a comprehensive cloud and IT outsourcing strategy is essential.
There is growing discussion in many organizations on monetizing data, not only as a revenue source, but as a balance sheet item. John will cover some of the new and more interesting methods being kicked around for measuring data as an asset.
The number of cyber attacks against organizations continues to grow in complexity, frequency, and severity. SSOs handle confidential and restricted personal data, making them a target for cyber crimes. Since the SSO is accountable for protecting sensitive corporate and employee information, care must be taken to understand and protect the flow of this sensitive data.
How do you properly manage cyber threats? A robust cybersecurity program is imperative to protect your organization, employees, and customers.
In this report, find out about the building blocks needed for an effective SSO cybersecurity program.
To learn more, please visit www.scottmadden.com.
Nintex Workflow for Sharepoint - Return on Investment Whitepaper by Forrester...David J Rosenthal
Nintex commissioned Forrester Research to conduct aTotal
Economic Impact™ (TEI) study and examine the potential
return on investment (ROI) that enterprises may realize by
deploying Nintex’s workflow platform. The purpose of this
study is to provide readers with a framework to evaluate the
potential financial impact of using the Nintex workflow platform
within their organizations.
To better understand the benefits, costs, and risksassociated
with the implementation of the Nintex workflow platform, which we will refer to as the Platform, Forrester interviewed several
customers with multiple years of experience using Nintex Workflow and Nintex Forms. These customers recognize the value
inherent in automating processes. Their colleagues and customers are working both in offices and on mobile devices and
are spread across many countries. Content necessaryto collaborate and make business decisions is stored in many
applications across these devices. They have some well-defined processes, but the steps leading up to these processes or
to connect closely related processes are loosely defined and manual. With Nintex Workflow, customers can automate their
processes and create workflows that connect their people, processes, and content. With Nintex Forms, Nintex provides an
easy way to collect data from colleagues and customers within the workflow. Using Nintex Mobile, customers can extend
these workflows to users who are on the go. With Nintex Connectors, customers can easily integrate cloud services and lineof-business applications into their workflows.
Prior to using the Platform, these customers were mostly relying on custom code to automate processes. However, it was
difficult and time-consuming to build workflows, and many processes remained manual (e.g. paper-based,email, excel files)
while a backlog of requests for automation grew. This left customers frustrated with process inefficiencies and the inability to
automate faster. With the Platform, customers are able to automate processes in pace with demand, connect the right
people and data in each process, and easily make changes to workflows as processes change. This results in increased
productivity for end users and IT, reduced costs associated with automation, better collaboration, and higher quality of work.
Forrester interviewed a Citrix customer currently using Citrix XenApp to determine the cost savings and business benefits of XenApp. In the process, they discovered that the company reduced desktop support costs by $1.7 million, by delivering key business applications via XenApp. Read this white paper to examine the use cases and the cost savings and benefits achieved.
Webinar featuring Forrester TEI study: Driving 496% ROI with Tasktop VizTasktop
Business and IT leaders are under constant pressure to deliver outstanding customer experiences, fueled by technology and innovation, at the speed of the market and at a competitive cost.
To better understand how Tasktop Viz™ can connect enterprise transformation initiatives with financial benefits, Tasktop commissioned Forrester Consulting to conduct a Total Economic Impact™ (TEI) study and examine the potential ROI enterprises may benefit from by deploying the Tasktop Viz value stream management solution. What the study found was significant, with Tasktop Viz users experiencing up to 496% ROI over three years.
In this on-demand webinar, Tasktop CPO, Nicole Bryan, and guest speaker, Forrester Senior Consultant, Sam Conway, discuss the findings of the TEI study and what implementing Tasktop Viz could mean for your business.
Microsoft India - Total Economic Impact of Microsoft SQL Server 2008 Upgrade ...Microsoft Private Cloud
Conducting in-depth interviews with an existing SQL customer that upgraded to SQL Server 2008, Forrester found that the organization achieved benefits, some easily measured for this ROI study and others, equally as valuable, that could not be quantified. Specifically, the benefits fall into the following categories: 1) avoided adding SQL Server 2008 servers – license and hardware savings; 2) avoided adding storage; 3) eliminated third-party software; 4) avoided hiring additional IT employees; 5) increased user productivity – business and IT; 6) improved database performance
and provided enhanced features; 7) improved data security; and 8) improved working experience for the database administration team. Only the first five benefits were quantified as part of the ROI
analysis. To fully understand the potential effect on their organizations, readers should consider all benefits, whether or not they could be quantified for this study.
TaskYou are required to prepare for this Assessment Item by1..docxbradburgess22840
Task
You are required to prepare for this Assessment Item by:
1. READING the Subject outline,
2. COMPLETING Topic 2 Project Planning
3. BUILDING your PLAN up from the ProjectTitle and Abstract in Assessment Task 1
WHAT TO DO:
1. Follow the Study Schedule and work with the Topics in Interact as they provide a "scaffold" for your learning in this subject.
2. Develop a detailed Capstone Project Proposal and Plan using project management software (as listed in the Study Schedule) and the skills you have acquired from IT Project Management to develop a project plan with a Work Breakdown Structure (WBS), milestones and Gantt chart. These tools may help.
1. MicrosoftProject Pro (http://office.microsoft.com/en-au/project/);
2. Open source tools like GanttProject (http://www.ganttproject.biz/);
3. OpenProj(http://sourceforge.net/projects/openproj/)
4. OpenProject (https://www.openproject.org/about).
5. ProjectLibre (http://www.projectlibre.org/)
3. Begin using the 'project blog' as a tool beyond the weekly progress reportsfor your chosen emerging technology topic:
1. The blog helps you to "think by writing" and also store your notes, project files and links in a cloud-based service.
2. Consider sharing the site with your peers as a way to tell a story and harness each other’s knowledge.
4. The blog is ideally updated each week with 3 or 4 entries for documenting your project notes and as the foundation for editing and writing the Capstone Project Report. An ideal blog entry will have around 50-150 words (150-600 words a week).
Presentation
Project Plan Sample Format
(subject to change or modified to include systems development projects)
1. Title: Emerging Technology and Innovation Topic
1. Project Blog ( Web address provided)
2. Weekly Progress Reports Plan (In class, Discussion Board or Project Blog entries)
2. Rationale
1. Problem domain
2. Purpose and justification
3. Supervisor Approval
4. Research Questions
5. Conceptual or Theoretical Framework
6. Methodology
1. Analysis of sources of information (EndNote, APA Referencing Style)
2. Research method(s)
3. Data collection or systems design methods
4. Ethical Issues
5. Compliance Requirements (Workplace, Industry or Government regulations)
7. Project Plan
1. Deliverables (Annotated Bibliography, Journal Paper, Report, Seminar)
2. Work breakdown structure (WBS)
3. Risk Analysis
4. Duration
5. Gantt chart
8. References
9. Appendix (if required)
Final project
Formulating Strategic Management Decisions
This final project is based on the following Harvard Business case study:
Khachatryan, D. (2014). Amarcord Incorporated: Combating money laundering using data analytics. Harvard Business Case Study. Retrieved from https://hbsp.harvard.edu/tu/789925b5
Assume your client accepted your urgent business proposal to design a data-driven approach to effectively accomplish the goal of fraud detection in financial institutions. Data analytics for fraud detection in financial institutions is the strat.
TaskYou are required to prepare for this Assessment Item by1..docxdeanmtaylor1545
Task
You are required to prepare for this Assessment Item by:
1. READING the Subject outline,
2. COMPLETING Topic 2 Project Planning
3. BUILDING your PLAN up from the ProjectTitle and Abstract in Assessment Task 1
WHAT TO DO:
1. Follow the Study Schedule and work with the Topics in Interact as they provide a "scaffold" for your learning in this subject.
2. Develop a detailed Capstone Project Proposal and Plan using project management software (as listed in the Study Schedule) and the skills you have acquired from IT Project Management to develop a project plan with a Work Breakdown Structure (WBS), milestones and Gantt chart. These tools may help.
1. MicrosoftProject Pro (http://office.microsoft.com/en-au/project/);
2. Open source tools like GanttProject (http://www.ganttproject.biz/);
3. OpenProj(http://sourceforge.net/projects/openproj/)
4. OpenProject (https://www.openproject.org/about).
5. ProjectLibre (http://www.projectlibre.org/)
3. Begin using the 'project blog' as a tool beyond the weekly progress reportsfor your chosen emerging technology topic:
1. The blog helps you to "think by writing" and also store your notes, project files and links in a cloud-based service.
2. Consider sharing the site with your peers as a way to tell a story and harness each other’s knowledge.
4. The blog is ideally updated each week with 3 or 4 entries for documenting your project notes and as the foundation for editing and writing the Capstone Project Report. An ideal blog entry will have around 50-150 words (150-600 words a week).
Presentation
Project Plan Sample Format
(subject to change or modified to include systems development projects)
1. Title: Emerging Technology and Innovation Topic
1. Project Blog ( Web address provided)
2. Weekly Progress Reports Plan (In class, Discussion Board or Project Blog entries)
2. Rationale
1. Problem domain
2. Purpose and justification
3. Supervisor Approval
4. Research Questions
5. Conceptual or Theoretical Framework
6. Methodology
1. Analysis of sources of information (EndNote, APA Referencing Style)
2. Research method(s)
3. Data collection or systems design methods
4. Ethical Issues
5. Compliance Requirements (Workplace, Industry or Government regulations)
7. Project Plan
1. Deliverables (Annotated Bibliography, Journal Paper, Report, Seminar)
2. Work breakdown structure (WBS)
3. Risk Analysis
4. Duration
5. Gantt chart
8. References
9. Appendix (if required)
Final project
Formulating Strategic Management Decisions
This final project is based on the following Harvard Business case study:
Khachatryan, D. (2014). Amarcord Incorporated: Combating money laundering using data analytics. Harvard Business Case Study. Retrieved from https://hbsp.harvard.edu/tu/789925b5
Assume your client accepted your urgent business proposal to design a data-driven approach to effectively accomplish the goal of fraud detection in financial institutions. Data analytics for fraud detection in financial institutions is the strat.
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The Total Economic Impact™ Of Cisco Data Virtualization
1. A Forrester Total Economic
Impact™ Study
Commissioned By Cisco
Project Director:
Anish Shah
May 2015
The Total Economic
Impact™ Of Cisco Data
Virtualization
Cost Savings And Business Benefits
Enabled By Cisco’s Data Virtualization
Solution
3. 3
Executive Summary
Cisco commissioned Forrester Consulting to conduct a Total
Economic Impact™ (TEI) study and examine the potential
return on investment (ROI) enterprises may realize by
deploying the Cisco Data Virtualization solution. The purpose
of this study is to provide readers with a framework to
evaluate the potential financial impact of investing in the
Cisco Data Virtualization solution for their organizations.
To better understand the benefits, costs, and risks
associated with Cisco Data Virtualization, Forrester gathered
data through interviews with customers who had multiple
years’ experience using the solution. All organizations used
Cisco Data Virtualization as a single data virtualization
integration platform to query and access data across their
network. This includes accessing data that resides on the
cloud and on-premises across various sources and systems.
Prior to Cisco Data Virtualization, customers were managing
their data in central data warehouses and using extract,
transform, and load (ETL) techniques to access their data
across multiple systems. In addition, customers were moving
large sets of data into the cloud, which further increased complexity to access data and make more informed business
decisions quickly. Customers were looking for a solution to help manage their end-to-end data management needs, speed
their time-to-solution, and provide agility within their IT organization to quickly change and adapt new technologies to meet
their business needs. Cisco Data Virtualization met these objectives that the customers were looking for. Said one business
integration director at a large multinational pharmaceutical company, “Our decision to go with Cisco was because it offered
the best data virtualization solution to tap into multiple data sets and bring together a consistent, cohesive analytical
capability in the organization to make better business decisions.”
CISCO INCREASES PRODUCTIVITY AS WELL AS REDUCES IT PROJECT AND OPERATING COSTS
Forrester’s customer interviews and input data for a financial analysis found that a representative organization experienced
the risk-adjusted ROI, benefits, and costs shown in Figure 1.
1
See Appendix A for a description of the representative
organization.
The representative organization analysis points to three-year benefits of $5,437,697 verses three-year costs of $1,218,422,
adding up to a three-year net present value (NPV) of $4,219,275.
FIGURE 1
Financial Summary Showing Three-Year Risk-Adjusted Results
ROI:
346%
Total three-year
benefits (PV):
$5.4 million
Payback:
8 to 9
months
Three-year NPV:
$4.2 million
Source: Forrester Research, Inc.
Cisco Data Virtualization can help companies
make faster business decisions by giving them
access to data in a much quicker and more
reliable way. In addition, Cisco Data
Virtualization results in IT project cost
avoidance, increases end user productivity, and
reduces IT operation costs for the interviewed
companies.
The costs and benefits for a US-based
representative organization of 20,000 employees
with 1,000 active users of data and information
based on customer interviews are:
Initial costs: $920,000.
Ongoing costs: $120,000.
Total three-year NPV: $4.2 million.
4. 4
› Benefits. The representative organization experienced the following risk-adjusted benefits after implementing the Cisco
Data Virtualization solution. This represents those benefits experienced by the interviewed companies:
• IT project cost avoidances of $1,287,000 over three years. This is based on an average 5% to 10% cost
reduction across projects compared with data replication and ETL techniques used in the past.
• Increase in end user productivity of $3,834,000 over three years. This is a result of empowering employees to
both access and gain insights from data from one trusted location. In addition, there is an increase in value from
faster speed-to-market of solutions that increase user productivity.
• IT operating cost savings of 50% over three years. These costs are compared with prior methods of managing
data management needs.
› Costs. The representative organization experienced the following risk-adjusted costs after implementing Cisco Data
Virtualization:
• Initial software licensing fees of $600,000 and annual software license fees of $120,000. These are initial, one-
time fees paid to Cisco to implement the integrated software platform as well as the associated annual license and
support costs of licensing the solution.
• Total initial deployment costs of $320,000. These include third-party professional service fees and internal costs
for planning, training, data migration, implementation, and transition costs.
Disclosures
The reader should be aware of the following:
› The study is commissioned by Cisco and delivered by Forrester Consulting. It is not meant to be used as a competitive
analysis.
› Forrester makes no assumptions as to the potential ROI that other organizations will receive. Forrester strongly advises
that readers use their own estimates within the framework provided in the report to determine the appropriateness of an
investment in Cisco Data Virtualization.
› Cisco reviewed and provided feedback to Forrester, but Forrester maintains editorial control over the study and its findings
and does not accept changes to the study that contradict Forrester’s findings or obscure the meaning of the study.
› Cisco provided the customer names for the interviews but did not participate in the interviews.
5. 5
TEI Framework And Methodology
INTRODUCTION
From the information provided in the interviews, Forrester has constructed a Total Economic Impact (TEI) framework for
those organizations considering implementing Cisco Data Virtualization. The objective of the framework is to identify the
cost, benefit, flexibility, and risk factors that affect the investment decision.
APPROACH AND METHODOLOGY
Forrester took a multistep approach to evaluate the impact that Cisco Data Virtualization can have on an organization (see
Figure 2). Specifically, Forrester:
› Interviewed Cisco marketing, sales, and/or consulting personnel, along with Forrester analysts, to gather data relative to
Cisco Data Virtualization.
› Interviewed and collected information from four organizations that use Cisco Data Virtualization to obtain data with respect
to costs, benefits, and risks.
› Designed a representative organization based on characteristics of the interviewed organizations (see Appendix A).
› Constructed a financial model representative of the interviews using the TEI methodology. The financial model is
populated with the cost and benefit data obtained from the interviews and surveys as applied to the representative
organization.
› Risk-adjusted the financial model based on issues and concerns the interviewed organizations highlighted in interviews.
Risk adjustment is a key part of the TEI methodology. While interviewed organizations provided cost and benefit estimates,
some categories included a broad range of responses or had a number of outside forces that might have affected the
results. For that reason, some cost and benefit totals have been risk-adjusted and are detailed in each relevant section.
Forrester employed four fundamental elements of TEI in modeling Cisco Data Virtualization: benefits, costs, flexibility, and
risks.
Given the increasing sophistication that enterprises have regarding ROI analyses related to IT investments, Forrester’s TEI
methodology serves to provide a complete picture of the total economic impact of purchase decisions. Please see Appendix
B for additional information on the TEI methodology.
FIGURE 2
TEI Approach
Source: Forrester Research, Inc.
Perform
due diligence
Conduct
customer
interviews
and survey
Design
composite
organization
Construct
financial
model using
TEI framework
Write
case study
6. 6
Analysis
REPRESENTATIVE ORGANIZATION
For this study, Forrester conducted and collected data from a total of four interviews with representatives from the following
companies:
› A large, global pharmaceutical organization headquartered in the US.
› A global nonprofit organization dedicated to eradicating
childhood poverty around the world, with headquarters in the
US.
› A US-based government agency.
› A large, global entertainment company.
Organizations of all types benefit from Cisco Data Virtualization
services, including traditional businesses, government
organizations, and nonprofits.
Based on customer interviews and data collected, Forrester
constructed a composite Organization that highlights the
financial benefits, costs, and the associated ROI experienced
from implementing Cisco Data Virtualization. The composite
Organization used for our analysis is described below.
It is a global enterprise headquartered in the US with 20,000
employees worldwide. Five percent of the employees, or 1,000
full-time equivalents (FTEs), are deemed as active users of data
and information within the Organization. The Organization and
the interviewed customers shared the following goals and
objectives for an investment in Cisco Data Virtualization:
› Deploy a reliable platform to support the integration of any
data from multiple sources in any format or technology.
› Improve agility by increasing productivity in the development
and deployment of new technologies within the organization.
› Implement a comprehensive enterprise data warehousing
solution that provides more real-time views of the
organization’s data.
› Treat information and data as an asset within the organization
that can enhance business decisions and has the flexibility to adapt quickly to changes.
› Increase the capability and speed of IT to support business transformation goals and help the business react to the needs
of a more rapidly changing marketplace.
› Quickly integrate data assets through mergers and acquisitions.
“Everything is pushing toward
real time. There’s more
unstructured data, and yet you
need more structure out of it. We
need to compete in a changing
marketplace and need to make
quicker decisions. Cisco Data
Virtualization allows us to take
advantage of all our data in a
much faster, secured, and
trusted manner.”
~ Technical lead, enterprise information
management of global nonprofit organization
7. 7
INTERVIEW HIGHLIGHTS
Situation
The representative organization started realizing that it was having increasingly more challenges with managing its data
management needs. There were increasing systems, sources, and structures of data that were being introduced constantly.
In addition, there were many new tools and techniques for storing, analyzing, and developing meaningful insights to drive
business. The representative organization needed a flexible integrated platform that provided an end-to-end solution to the
organization’s data management needs that allows it to better integrate, consolidate, and unify data to deliver business value
in a much more efficient and effective manner.
The representative organization was also experiencing
pressure on IT resources to manage its data. The
organization realized that end user productivity was not
getting optimized, as reports and calculations could only
be done on an infrequent basis while the needs were
more for real-time reporting.
Solution
The representative organization selected Cisco Data
Virtualization as a cost-effective data management
solution that could meet the requirements for its end-to-
end data management and warehouse needs.
Results
The interviews uncovered the following benefits for the
representative organization after implementing Cisco
Data Virtualization. The organization was able to:
› Gain faster and more insights from its data.
› Develop a unified and user-friendly platform for
business users to access information and data in real
time.
› Meet business needs by providing more agility to the IT
team.
› Reduce the burden on IT resources to collate data and
provide reporting to business users.
› Integrate data from multiple systems more easily than with ETL techniques. This includes big data, cloud, SAP, Oracle
applications, and other sources.
› Gain a lot more value from abstraction of managing complex systems.
› Easily train its developers to use the solution.
“We were able to easily cross-train our
developers to use Cisco’s Data
Virtualization solution. The GUI
interface and the copy data
virtualization (CDV) they provide is
very, very intuitive.”
~ Business integration director, large pharmaceutical
company
8. 8
BENEFITS
The representative organization experienced a number of quantified benefits in this case study:
› Project cost avoidance.
› Increase in end user productivity.
› Reduction in IT operating costs.
Project Cost Avoidance
The representative organization indicated there were significant benefits resulting from IT project cost savings that are
attributed to Cisco Data Virtualization. IT project implementations now benefit from increased agility, where data is available
very early in the development cycle, allowing developers to test and solve any bugs more quickly. The ability to reuse data
versus use ETL techniques accelerates the entire software development life cycle (SDLC) process. Additionally, the
representative organization realized cost savings from the data abstraction layer, which simplifies data modeling and
accelerates data federation.
As Table 1 shows, the representative organization’s IT group, on average, conducts two large projects ($1 million in value),
five medium projects ($500,000 in value), and eight small projects ($250,000 in value). The organization estimated that it
was able to reduce costs by 5% in Year 1 and 10% in Year 3. This results in a total three-year cost savings of over $1.4
million. Risk adjustment was applied since different organizations have different numbers of IT projects a year.
TABLE 1
Project Cost Avoidance
Source: Forrester Research, Inc.
Ref. Calculation Initial Year 1 Year 2 Year 3 Total
Present
Value
A1 2 2 2
A2 $1,000,000 $1,000,000 $1,000,000
A3 5 5 5
A4 $500,000 $500,000 $500,000
A5 8 8 8
A6 $250,000 $250,000 $250,000
A7 5% 7% 10%
At
(A1*A2)+(A3*A4)
+(A5*A6)*A7
$0 $325,000 $455,000 $650,000 $1,430,000 $1,159,842
90%
Atr $0 $292,500 $409,500 $585,000 $1,287,000 $1,043,858
Metric
Number of Large Projects / Year
Direct Project Cost Avoidance
Risk Adjustment
Direct Project Cost Avoidance
(Risk-Adjusted)
Average Project Cost: Large
Projects
Average Project Cost: Small
Projects
Number of Small Projects / Year
Average Project Cost: Medium
Projects
Number of Medium Projects /
Year
Percent Project Cost Avoidance
Due to Data Virtualization
9. 9
Increase In End User Productivity
The representative organization indicated that Cisco Data Virtualization increased productivity for its active business users
who depend on information and data to deliver results. Users can easily access data from a self-service trusted repository to
obtain more current and reliable data. In the past, data would only be available on an infrequent basis and would stand in the
way of users’ ability to take the business forward armed with meaningful insights and learnings.
In addition, the representative organization was able to see a noticeable improvement in how fast it realized a business
outcome as a result of data-driven insight. Faster implementation of a solution speeds up the time-to-value for organizations.
The representative organization has approximately 1,000 active employees at an average yearly cost of $100,000. These
active users achieve 10% productivity gains in Year 1 and improve to 15% productivity gains by Year 3. Forrester estimates
that between 5% and 10% of the overall productivity gain trickles down to an organization’s bottom line. In addition, the value
of driving faster business outcomes due to having more current and reliable data is measured at a 1.5 factor. As shown in
Table 2, this results in three-year benefits of over $4 million.
TABLE 2
Increase In End User Productivity
Source: Forrester Research, Inc.
Reduction In IT Operating Costs
Another key benefit that the representative organization experienced after implementing Cisco’s Data Virtualization is a
significant reduction in its IT operating costs. The organization was facing the challenge of managing and getting value from
the increasing number of systems and sources of data that were constantly being introduced into its environment. This
resulted in the increased burden on IT resources to support the business with good data to perform analytics and derive
meaningful insights. Additionally, IT operating costs were increasing due to additional data storage requirements, poor
performance, and increased time with using ETL techniques across various systems.
Ref. Calculation Initial Year 1 Year 2 Year 3 Total
Present
Value
B1 1,000 1,000 1,000
B2 $100,000 $100,000 $100,000
B3 10% 12% 15%
B4 5% 7% 10%
B5 1.5 1.5 1.5
Bt B1*B2*B3*B4 $0 $750,000 $1,260,000 $2,250,000 $4,260,000 $3,413,599
90%
Btr $0 $675,000 $1,134,000 $2,025,000 $3,834,000 $3,072,239
Increase in End-User Productivity
(Active Users)
Risk Adjustment
Increase in End-User
Productivity (Active Users) (Risk-
Adjusted)
Average Yearly Cost Per Active
User
Percent Efficiency Gain
Efficiency Gain Realized by
Organization
Value Realized by Organization
(Cost Avoidance & Value Increase
Factor)
Metric
Total Number of Active Users
10. 10
The representative organization estimated that by Year 3, it was able to reduce its IT operating costs of data management by
50%. As shown in Table 3, this resulted in $1.8 million in cost savings over three years.
TABLE 3
Reduction In IT Operating Costs
Source: Forrester Research, Inc.
Total Benefits
Table 4 shows the total of all benefits across the categories listed above, as well as present values (PVs) discounted at 10%.
Over three years, the representative organization expects risk-adjusted total benefits to be a PV of over $4.4 million.
TABLE 4
Total Benefits (Risk-Adjusted)
Source: Forrester Research, Inc.
Ref. Calculation Initial Year 1 Year 2 Year 3 Total
Present
Value
C1 $1,500,000 $1,500,000 $1,500,000
C2 30% 40% 50%
Ct C1*C2 $0 $450,000 $600,000 $750,000 $1,800,000 $1,468,445
90%
Ctr $0 $405,000 $540,000 $675,000 $1,620,000 $1,321,600
Total Reduction in IT Operating
Costs
Risk Adjustment
Total Reduction in IT
Operating Costs (Risk-Adjusted)
Reduction in IT Operating Costs
post implementation of Cisco's
Data Virtualization solution
Metric
IT Operating Costs (EDW
Software and Support Costs)
Ref. Initial Year 1 Year 2 Year 3 Total
Present
Value
Atr $0 $703,125 $1,181,250 $1,968,750 $3,853,125 $3,094,595
Btr $0 $283,500 $354,375 $389,813 $1,027,688 $843,471
Ctr $0 $135,000 $202,500 $270,000 $607,500 $492,938
$0 $1,121,625 $1,738,125 $2,628,563 $5,488,313 $4,431,004
Benefit Category
Increase in End-User Productivity
Reduction in IT Operating Costs
Total Benefits (Risk-Adjusted)
Reduction in Cost from Employee Turnover
11. 11
COSTS
The representative organization experienced the following costs associated with purchasing, deploying, and managing the
Cisco Data Virtualization solution:
› Initial software and annual maintenance costs.
› Professional service fees and internal costs for implementation.
These represent the mix of hardware, software, and resource costs experienced by the representative organization for initial
planning, implementation, and ongoing maintenance associated with the solution.
Initial Software And Annual Maintenance Costs
The total cost of Cisco Data Virtualization includes initial software costs as well as an estimated 20% annual maintenance
cost every year. Initial license costs are paid upfront and incurred during the initial implementation period; in subsequent
years, annual maintenance fees, calculated as a percentage of the initial costs, are applied.
The representative organization’s initial software costs were $600,000, and its annual maintenance costs were $120,000 per
year. This resulted in a total three-year cost of $960,000 that, when discounted at 10%, represents a total three-year cost of
about $900,000, as shown in Table 5.
TABLE 5
Initial Software And Annual Maintenance Costs
Source: Forrester Research, Inc.
Professional Service Fees And Internal Implementation Costs
In addition to software costs, the representative organization also incurred third-party professional service fees as well as
internal costs to implement the solution, train its people, and change its business processes. This implementation took four
months to complete and resulted in $320,000 in total costs, as shown in Table 6.
Ref. Calculation Initial Year 1 Year 2 Year 3 Total
Present
Value
D1 $600,000
D2 $120,000 $120,000 $120,000
Dt D1+D2 $600,000 $120,000 $120,000 $120,000 $960,000 $898,422
100%
Dtr $600,000 $120,000 $120,000 $120,000 $960,000 $898,422
Metric
Initial Software Costs - Cisco
Data Virtualization Solution
Total Software & Maintenance
Costs
Risk Adjustment
Total Software &
Maintenance Costs (Risk-
Adjusted)
Annual Maintenance Costs
12. 12
TABLE 6
Professional Service Fees And Internal Implementation Costs
Source: Forrester Research, Inc.
Total Costs
Table 7 shows the total of all costs as well as associated present values, discounted at 10%. Over three years, the
representative organization expects total costs to total a net present value of a little more than $1.2 million.
TABLE 7
Total Costs (Risk-Adjusted)
Source: Forrester Research, Inc.
Ref. Calculation Initial Year 1 Year 2 Year 3 Total
Present
Value
E1 $200,000
E2 3
E3 4
E4 $10,000
Et E1+(E2*E3*E4) $320,000 $0 $0 $0 $320,000 $320,000
100%
Etr $320,000 $0 $0 $0 $320,000 $320,000
Professional Fees & Internal
Implementation Costs (Risk-
Adjusted)
Number of FTEs to support
Implementation
Number of Months
Monthly Cost of FTE
Metric
Professional Service Fees
Professional Fees & Internal
Implementation Costs
Risk Adjustment
Ref. Initial Year 1 Year 2 Year 3 Total
Present
Value
Dtr ($600,000) ($120,000) ($120,000) ($120,000) ($960,000) ($898,422)
Etr ($320,000) $0 $0 $0 ($320,000) ($320,000)
($920,000) ($120,000) ($120,000) ($120,000) ($1,280,000) ($1,218,422)
Cost Category
Initial Software & Annual Maintenance Costs
Total Costs (Risk-Adjusted)
Professional Fees & Internal Implementation
Costs
13. 13
FLEXIBILITY
Flexibility, as defined by TEI, represents an investment in additional capacity or capability that could be turned into business
benefit for some future additional investment. This provides an organization with the “right” or the ability to engage in future
initiatives but not the obligation to do so. There are multiple scenarios in which a customer might choose to implement Cisco
Data Virtualization and later realize additional uses and business opportunities. Flexibility would also be quantified when
evaluated as part of a specific project (described in more detail in Appendix B). Some examples are described below:
Growth Through Mergers And Acquisitions
One of the companies in the study described how Cisco Data Virtualization makes integrating acquired companies’
technology, data, and processes into its organization much quicker. For the representative organization, an acquisition that
leads to integrating large amounts of data from various sources will take a fraction of the time and cost in its environment.
Increasing Business Intelligence (BI) Capabilities Through Virtualization Data Marts
Not all customers are positioned to take advantage of the latest advances in BI if they have built no such capabilities to date.
For these customers, there are substantial costs associated with maintaining many physical data marts due to a lot of work
and complexity to develop, maintain, and operate data marts. The representative organization can move toward virtual data
marts that will further increase the development speed and add agility to enhance the value of its investment in Cisco Data
Virtualization.
Utilize Connected Analytics Capabilities To Gain Competitive Advantage
Customers can introduce Connected Analytics software into their environment to collect more real-time data and provide
their customers with a customized experience based on their behavior.
RISKS
Forrester defines two types of risk associated with this analysis: “implementation risk” and “impact risk.” “Implementation risk”
is the risk that a proposed investment in Cisco Data Virtualization may deviate from the original or expected requirements,
resulting in higher costs than anticipated. “Impact risk” refers to the risk that the business or technology needs of the
organization may not be met by the investment in Cisco Data Virtualization, resulting in lower overall total benefits. The
greater the uncertainty, the wider the potential range of outcomes for cost and benefit estimates.
Quantitatively capturing implementation risk and impact risk by directly adjusting the financial estimates results provides
more meaningful and accurate estimates and a more rigorous projection of the ROI. In general, risks affect costs by raising
the original estimates, and they affect benefits by reducing the original estimates. The risk-adjusted numbers should be taken
as “realistic” expectations since they represent the expected values considering risk.
Table 8 shows the values used to adjust for risk and uncertainty in the benefit estimates. Readers are urged to apply their
own risk ranges based on their own degree of confidence in the cost and benefit estimates.
14. 14
TABLE 8
Benefit And Cost Risk Adjustments
Benefits Adjustment
Project cost avoidance 10%
Increase in end user productivity 10%
Reduction in IT operating costs 10%
Source: Forrester Research, Inc.
15. 15
Financial Summary
The financial results calculated in the Benefits and Costs sections can be used to determine the ROI, NPV, and payback
period for the organization’s investment in Cisco Data Virtualization.
Tables 9 and 10 below show the risk-adjusted ROI, NPV, and payback period values. These values are determined by
applying the risk-adjustment values from Table 8 in the Risks section to the unadjusted results in each relevant cost and
benefit section.
TABLE 9
Cash Flow Chart (Risk-Adjusted)
Source: Forrester Research, Inc.
TABLE 10
Cash Flow: Risk-Adjusted
Source: Forrester Research, Inc.
($2,000,000)
($1,000,000)
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
Initial Year 1 Year 2 Year 3
CashFlows
Financial Analysis (risk-adjusted)
Total Costs Total Benefits Cumulative Total
Initial Year 1 Year 2 Year 3 Total
Present
Value
Total Costs ($920,000) ($120,000) ($120,000) ($120,000) ($1,280,000) ($1,218,422)
$0 $1,372,500 $2,083,500 $3,285,000 $6,741,000 $5,437,697
($920,000) $1,252,500 $1,963,500 $3,165,000 $5,461,000 $4,219,275
346%
8.8Payback Period (months)
Summary
Total Benefits
Total
ROI
16. 16
Cisco Data Virtualization: Overview
Take Big Advantage of Your Data
Fast-changing business conditions require agility: a difficult challenge in your distributed on–premises, big data, and cloud
environments. Businesses that successfully use their data will be the leaders; those that do not will fall behind. The need to
use data with agility is the primary business driver for data virtualization. However, the proliferation of traditional and new
data sources and the movement of data to the cloud make it difficult to access all data assets. This creates the need to
complement traditional data warehousing with an agile business solution that provides a real–time, consolidated logical view
of data.
Optimize Data Access and Storage with Data Virtualization
Cisco® Data Virtualization is agile data integration software that makes it easy for you to access data, no matter where it
resides. By providing a unified view of business data, you can increase value from your network. Improved visibility of
company data enables better decision making and agility in today’s environment and enables you to adapt more quickly to
business change.
Business Agility in a Complex Data Landscape
Cisco Data Virtualization software augments traditional data integration by combining traditional and new data sources to
optimize query, compute, and network infrastructures. Customers can then access and query all types of data across the
network as if it is in a single place. Customers get the benefits of greater business insight and the flexibility they need in IT,
with significant cost savings.
Data Virtualization Solutions to Meet Your Data Needs Product
Cisco Information Server (CIS) is the main software offering with options that include:
Business directory: empowers business users to use search and categorization to find the data they need, and
then use business intelligence (BI) tools to obtain it.
Active cluster: allows you to substantially scale your deployments and maintain continuous availability of your
data services.
Adapters: simplify and accelerate high-performance access to a wide range of data sources including popular
enterprise applications, relational and multidimensional data sources, i.e., “big data” stores.
Data Virtualization Plan and Build Services
Cisco Plan and Build Services for Data Virtualization: an engagement to help customers systematically
implements a data virtualization project based on the customer’s requirements.
The following training offers are optional components of Plan and Build Services:
Basic Training for Data Virtualization: learn the basics of CIS, the course is recommended prior to working
with Cisco consultants to define data virtualization project objectives.
Admin Training for Data Virtualization: systems administrators will learn how to operate and maintain CIS.
Advanced Training for Data Virtualization: architects and developers will learn advanced techniques for
scripting, Web services, data transformation, custom Java procedures, triggers and troubleshooting.
Systems administrators will learn advanced techniques for caching and security
17. 17
Cisco Health Check Services for Data Virtualization: typically a two-week engagement during which a CIS
architect provides a comprehensive health assessment of the existing CIS Data Virtualization environment.
Cisco Migration Services for Data Virtualization: an assessment with recommendations for customers
upgrading Data Virtualization environment to the latest version of CIS as well as deployment and validation
assistance.
16
Data Virtualization Manage Services
Cisco Software Application Support with Upgrades (SASU): a subscription service that delivers 24x7 support for
the product from Cisco’s Technical Assistance Center (TAC) along with timely, uninterrupted access to Cisco’s
latest software application updates including major upgrade releases that might include new features and
functionality.
Cisco Data Virtualization Optimization Service: a subscription service with activities that may include a Data
Virtualization Architecture Review, Data Virtualization Site and Systems Administration, Data Virtualization Health
Check, Data Virtualization Upgrade Assessment/Support, On Site Residency and Quarterly Business Review.
Technical Account Manager (TAM): a dedicated technical manager to help you achieve operational excellence in
your data virtualization environment. A TAM is an expert in data virtualization solutions, data center technologies,
and other related IT areas. He or she works with you to develop a customized support plan, perform system-level
technical assessments, and make other technical recommendations.
Grow, Innovate, and Lead with Data Virtualization
Better business decisions: Gain more business insights by using all your data. Empower your people with instant
access to all the data they want, the way they want it.
Greater agility: Respond more quickly to your ever changing analytics and business intelligence data
requirements. Data Virtualization can provide 5 to 10 times faster time to solution than traditional data integration.
Reduced costs: Save 50 to 75 percent by eliminating data replication. Through data consolidation, Data
Virtualization allows you to increase utilization of existing server and storage investments. Data Virtualization’s
simplified approach reduces complexity and saves money.
Improved IT effectiveness: The Cisco Data Virtualization Suite has an easy to use interface so your IT staff can
increase its productivity and efficiency and develop customized business views of data.
Why Cisco Services
Realize the full business value of your technology investments with smart, personalized services from Cisco and our
partners. Backed by deep networking expertise and a broad ecosystem of partners, Cisco Services enable you to
successfully plan, build, and run your network as a powerful business platform. Whether you are looking to quickly seize new
opportunities to meet rising customer expectations, improve operational efficiency to lower costs, mitigate risk, or accelerate
growth, we have a service that can help you.
18. 18
Appendix A: Representative Organization Description
For this TEI study, Forrester has created a representative organization to illustrate the quantifiable benefits and costs of
implementing Cisco Data Virtualization. Organizations of all types benefit from Cisco Data Virtualization services, including
traditional businesses, government organizations, and nonprofits.
Based on customer interviews and data collected, Forrester constructed a composite Organization that highlights the
financial benefits, costs, and the associated ROI experienced from implementing Cisco Data Virtualization. The composite
Organization used for our analysis is described below.
It is a global enterprise headquartered in the US with 20,000 employees worldwide. Five percent of the employees, or 1,000
FTEs, are deemed as active users of data and information within the Organization. The Organization and the interviewed
customers shared the following goals and objectives for an investment in Cisco Data Virtualization:
› Deploy a reliable platform to support the integration of any data from multiple sources in any format or technology.
› Improve agility by increasing productivity in the development and deployment of new technologies within the organization.
› Implement a comprehensive enterprise data warehousing solution that provides a more real-time view of the organization’s
data.
› Treat information and data as an asset within the organization that can enhance business decisions and has the flexibility
to adapt quickly to changes.
› Increase the capability and speed of IT to support business transformation goals and help the business react to the needs
of a more rapidly changing marketplace.
› Quickly integrate data assets through mergers and acquisitions.
Based on the customer interviews and the data collected, the following quantifiable benefits were realized by the
Organization:
› Project cost avoidance. On average, there was a 5% to 10% cost savings due to efficiencies gained across all
technology projects within the organization per year.
› Increase in end user productivity. The organization saw 10% to 15% in end user productivity gains for active users of
data and information due to faster and more reliable access to information.
› Reduction in IT operating costs. The organization saw 30% to 50% in IT savings from increased productivity in
developing and deploying new solutions as well as having the ability reuse data.
FRAMEWORK ASSUMPTIONS
Table 11 provides the model assumptions that Forrester used in this analysis.
The discount rate used in the PV and NPV calculations is 10%, and the time horizon used for the financial modeling is three
years. Organizations typically use discount rates between 8% and 16% based on their current environment. Readers are
urged to consult with their respective company’s finance department to determine the most appropriate discount rate to use
within their own organizations.
19. 19
TABLE 11
Model Assumptions
Ref. Metric Calculation Value
C1 Hours per week 40
C2 Weeks per year 52
C3 Hours per year (M-F, 9-5) 2,080
C4 Hours per year (24x7) 8,736
C5 Average cost per active user $100,000 per year
Source: Forrester Research, Inc.
20. 20
Appendix B: Total Economic Impact™ Overview
Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-
making processes and assists vendors in communicating the value proposition of their products and services to clients. The
TEI methodology helps companies demonstrate, justify, and realize the tangible value of IT initiatives to both senior
management and other key business stakeholders.
The TEI methodology consists of four components to evaluate investment value: benefits, costs, flexibility, and risks.
BENEFITS
Benefits represent the value delivered to the user organization — IT and/or business units — by the proposed product or
project. Often, product or project justification exercises focus just on IT cost and cost reduction, leaving little room to analyze
the effect of the technology on the entire organization. The TEI methodology and the resulting financial model place equal
weight on the measure of benefits and the measure of costs, allowing for a full examination of the effect of the technology on
the entire organization. Calculation of benefit estimates involves a clear dialogue with the user organization to understand
the specific value that is created. In addition, Forrester also requires that there be a clear line of accountability established
between the measurement and justification of benefit estimates after the project has been completed. This ensures that
benefit estimates tie back directly to the bottom line.
COSTS
Costs represent the investment necessary to capture the value, or benefits, of the proposed project. IT or the business units
may incur costs in the form of fully burdened labor, subcontractors, or materials. Costs consider all the investments and
expenses necessary to deliver the proposed value. In addition, the cost category within TEI captures any incremental costs
over the existing environment for ongoing costs associated with the solution. All costs must be tied to the benefits that are
created.
FLEXIBILITY
Within the TEI methodology, direct benefits represent one part of the investment value. While direct benefits can typically be
the primary way to justify a project, Forrester believes that organizations should be able to measure the strategic value of an
investment. Flexibility represents the value that can be obtained for some future additional investment building on top of the
initial investment already made. For instance, an investment in an enterprisewide upgrade of an office productivity suite can
potentially increase standardization (to increase efficiency) and reduce licensing costs. However, an embedded collaboration
feature may translate to greater worker productivity if activated. The collaboration can only be used with additional
investment in training at some future point. However, having the ability to capture that benefit has a PV that can be
estimated. The flexibility component of TEI captures that value.
RISKS
Risks measure the uncertainty of benefit and cost estimates contained within the investment. Uncertainty is measured in two
ways: 1) the likelihood that the cost and benefit estimates will meet the original projections and 2) the likelihood that the
estimates will be measured and tracked over time. TEI risk factors are based on a probability density function known as
“triangular distribution” to the values entered. At a minimum, three values are calculated to estimate the risk factor around
each cost and benefit.
21. 21
Appendix C: Glossary
Discount rate: The interest rate used in cash flow analysis to take into account the time value of money. Companies set
their own discount rate based on their business and investment environment. Forrester assumes a yearly discount rate of
10% for this analysis. Organizations typically use discount rates between 8% and 16% based on their current environment.
Readers are urged to consult their respective organizations to determine the most appropriate discount rate to use in their
own environment.
Net present value (NPV): The present or current value of (discounted) future net cash flows given an interest rate (the
discount rate). A positive project NPV normally indicates that the investment should be made, unless other projects have
higher NPVs.
Present value (PV): The present or current value of (discounted) cost and benefit estimates given at an interest rate (the
discount rate). The PV of costs and benefits feed into the total NPV of cash flows.
Payback period: The breakeven point for an investment. This is the point in time at which net benefits (benefits minus costs)
equal initial investment or cost.
Return on investment (ROI): A measure of a project’s expected return in percentage terms. ROI is calculated by dividing
net benefits (benefits minus costs) by costs.
A NOTE ON CASH FLOW TABLES
The following is a note on the cash flow tables used in this study (see the example table below). The initial investment
column contains costs incurred at “time 0” or at the beginning of Year 1. Those costs are not discounted. All other cash flows
in years 1 through 3 are discounted using the discount rate (shown in the Framework Assumptions section) at the end of the
year. PV calculations are calculated for each total cost and benefit estimate. NPV calculations are not calculated until the
summary tables are the sum of the initial investment and the discounted cash flows in each year.
Sums and present value calculations the Total Benefits, Total Costs, and Cash Flow tables may not exactly add up, as some
rounding may occur.
TABLE [EXAMPLE]
Example Table
Ref. Metric Calculation Year 1 Year 2 Year 3
Source: Forrester Research, Inc.
22. 22
Appendix D: Endnotes
1
Forrester risk-adjusts the summary financial metrics to take into account the potential uncertainty of the cost and benefit
estimates. For more information, see the section on Risks.