The document is a Forrester Consulting study on the total economic impact of IBM UrbanCode. It includes interviews with four IBM UrbanCode customers representing industries such as banking, insurance, and financial services. The interviews found that with IBM UrbanCode, organizations were able to reduce deployment times by up to 75%, improve application development productivity by at least 15%, and lower costs by reducing failed deployments. A composite organization analysis estimates a 482% return on investment and $3.1M in net benefits over three years from deploying IBM UrbanCode.
This document discusses the importance of effective governance practices for justifying technology investments. It notes that companies without mature justification processes have high rates of failed IT projects that waste millions. In contrast, companies with strong processes report almost no failures. The document recommends using a business case approach like VAL IT to align investments with goals, quantify costs/benefits/risks, and establish accountability. Considering flexibility options and adjusting projections based on risk can improve ROI estimates and confidence in a project's likelihood of success.
The document analyzes the operating costs of several BPO companies in India, including Tata Consultancy Services, Firstsource Solutions, Genpact, and EXL Solutions. It provides revenue figures and line item operating expense details for each company from 2012-2014. It then calculates the operating ratio for each company each year, which is the total operating costs as a percentage of net sales. Tata Consultancy Services, Firstsource Solutions, Genpact, and EXL Solutions had operating ratios ranging from 27-36% over the three year period.
This document provides an overview and analysis of Forrester's Enterprise Mobile Management (EMM) vendor evaluation. It finds that IBM, AirWatch, MobileIron, Citrix, and BlackBerry lead the EMM market based on Forrester's 25 evaluation criteria. EMM solutions are becoming increasingly important for enabling workforce mobility and managing applications, devices, data, and security across multiple device types. Forrester evaluated the top 11 EMM vendors - AirWatch, BlackBerry, Citrix, Good Technology, IBM, Landesk, Microsoft, MobileIron, SAP, Sophos, and Soti - on their product capabilities, business strategies, and market presence to help organizations select the best partner.
Elevate Your Flexible Workforce Program with a Vendor Management System [Joha...SAP Ariba
Today, as much as 30-50% of an organization’s workforce is considered external. Manufacturing companies use contingent labor and services to quickly meet demand, technology companies to find workers for positions with unique skill sets, and oil and gas companies to combat labor shortages. Behind the scenes, they need total visibility in order to optimize all areas of services procurement including complex spend, workforce quality, regulatory compliance and labor program efficiencies. Fieldglass' Vendor Management System (VMS) can help companies achieve this and more, all while easily integrating with other internal systems to enable a holistic view of both talent and spend.
This document discusses how IT organizations can improve operating leverage through cost transparency and IT business management practices. It describes how IT business management helps bridge the gap between business and technology by providing visibility into IT costs and demand. This allows IT to better plan services and transform from a cost center to a true service provider that can scale back costs during economic downturns. The document contains several articles that discuss approaches like software as a service, service-oriented architecture, and selective sourcing to optimize operating leverage through more variable costs.
IT Financial Management (ITFM) as a ServicePete Hidalgo
ITFMaaS (IT Financial Management as a Service) provides benefits such as cost avoidance by not needing to hire additional staff, speed and flexibility in providing services once contracted, and potential cost effectiveness depending on the services selected and contract terms. Potential ITFMaaS services include managing the ITFM tool, performing service costing and benchmarking, and providing ongoing consultation. Pricing models may include time and materials or fixed fee approaches. Selecting the right services depends on an organization's specific ITFM needs and maturity.
The document is a Forrester Consulting study on the total economic impact of IBM UrbanCode. It includes interviews with four IBM UrbanCode customers representing industries such as banking, insurance, and financial services. The interviews found that with IBM UrbanCode, organizations were able to reduce deployment times by up to 75%, improve application development productivity by at least 15%, and lower costs by reducing failed deployments. A composite organization analysis estimates a 482% return on investment and $3.1M in net benefits over three years from deploying IBM UrbanCode.
This document discusses the importance of effective governance practices for justifying technology investments. It notes that companies without mature justification processes have high rates of failed IT projects that waste millions. In contrast, companies with strong processes report almost no failures. The document recommends using a business case approach like VAL IT to align investments with goals, quantify costs/benefits/risks, and establish accountability. Considering flexibility options and adjusting projections based on risk can improve ROI estimates and confidence in a project's likelihood of success.
The document analyzes the operating costs of several BPO companies in India, including Tata Consultancy Services, Firstsource Solutions, Genpact, and EXL Solutions. It provides revenue figures and line item operating expense details for each company from 2012-2014. It then calculates the operating ratio for each company each year, which is the total operating costs as a percentage of net sales. Tata Consultancy Services, Firstsource Solutions, Genpact, and EXL Solutions had operating ratios ranging from 27-36% over the three year period.
This document provides an overview and analysis of Forrester's Enterprise Mobile Management (EMM) vendor evaluation. It finds that IBM, AirWatch, MobileIron, Citrix, and BlackBerry lead the EMM market based on Forrester's 25 evaluation criteria. EMM solutions are becoming increasingly important for enabling workforce mobility and managing applications, devices, data, and security across multiple device types. Forrester evaluated the top 11 EMM vendors - AirWatch, BlackBerry, Citrix, Good Technology, IBM, Landesk, Microsoft, MobileIron, SAP, Sophos, and Soti - on their product capabilities, business strategies, and market presence to help organizations select the best partner.
Elevate Your Flexible Workforce Program with a Vendor Management System [Joha...SAP Ariba
Today, as much as 30-50% of an organization’s workforce is considered external. Manufacturing companies use contingent labor and services to quickly meet demand, technology companies to find workers for positions with unique skill sets, and oil and gas companies to combat labor shortages. Behind the scenes, they need total visibility in order to optimize all areas of services procurement including complex spend, workforce quality, regulatory compliance and labor program efficiencies. Fieldglass' Vendor Management System (VMS) can help companies achieve this and more, all while easily integrating with other internal systems to enable a holistic view of both talent and spend.
This document discusses how IT organizations can improve operating leverage through cost transparency and IT business management practices. It describes how IT business management helps bridge the gap between business and technology by providing visibility into IT costs and demand. This allows IT to better plan services and transform from a cost center to a true service provider that can scale back costs during economic downturns. The document contains several articles that discuss approaches like software as a service, service-oriented architecture, and selective sourcing to optimize operating leverage through more variable costs.
IT Financial Management (ITFM) as a ServicePete Hidalgo
ITFMaaS (IT Financial Management as a Service) provides benefits such as cost avoidance by not needing to hire additional staff, speed and flexibility in providing services once contracted, and potential cost effectiveness depending on the services selected and contract terms. Potential ITFMaaS services include managing the ITFM tool, performing service costing and benchmarking, and providing ongoing consultation. Pricing models may include time and materials or fixed fee approaches. Selecting the right services depends on an organization's specific ITFM needs and maturity.
The document discusses three key perspectives on IT financial management - Cost Optimization, Cloud, and Financial Discipline. It identifies three "measures that matter" to each perspective: Cost of Service, Budget Variance, and Innovation Ratio. Organizations need to build a discipline around cost optimization through continuous improvement, and get CIO, IT leadership, and finance onboard when developing strategies.
This document discusses estimating the total cost of ownership (TCO) when acquiring a new software application. It defines TCO as the sum of all costs involved in owning an application over its lifetime. These costs include direct costs like procurement, installation, and customization, as well as indirect costs like maintenance, support, and licensing fees. The document outlines TCO calculation for different types of applications like Software as a Service (SaaS), proprietary software, and open source software. It provides a formula for calculating TCO and discusses how purchasers, managers, vendors, and procurement professionals can apply TCO estimates when evaluating and selecting software solutions.
The document discusses a process for managing an IT project portfolio using Total Value of Ownership (TVO). It describes how TVO can provide metrics for assessing technology delivery systems, user productivity, benefits, and ROI. TVO considers both IT and business metrics to determine the overall value of IT investments and help optimize spending. The process involves establishing a baseline, analyzing proposed initiatives and potential what-if scenarios, and ongoing support to evaluate the portfolio.
This document discusses several approaches for justifying investments in information technology (IT) and maximizing returns from IT investments, as IT has become a key lever for competitive advantage but also represents high costs. It describes approaches such as net present value, cost effectiveness, business value, chargeback, balanced scorecard, options, benchmarking, and identifying metrics based on the type of investment, user, and strategic goals. The goal is to formalize metrics for quantifying both tangible and intangible returns from IT expenditures.
Measuring the ROI of choosing Flex for Enterprise RIAsRaffaele Mannella
This document discusses how to estimate the return on investment (ROI) of adopting Flex for developing enterprise rich internet applications (RIAs). It provides an example ROI calculation for a Flex banking application that saves time over a previous Oracle Forms application. The calculation shows a project cost of €6 million, annual savings of €7.88 million, and a 2-year ROI of 163%. The document also discusses how Flex can impact both the benefits and costs in an ROI calculation by enabling better user experiences and cross-browser compatibility.
Outsourcing - Key Management Challenges, An India-specific analysis of the outsourcing industry and the key challenges that it faces. Part of a report that was submitted as a part of a credit course at IIT Madras.
Navigating IT Complexity - Research report by IDGShoreTel
The primary objective of this research program is to explore IT decision makers’ attitudes toward and acceptance of technology complexity with a focus on IP telephony solutions. More specifically, the survey was designed to identify the extent to which companies are struggling with IT complexity as a macro issue, the perceived contributors to IT
complexity, adoption of IP telephony, and attitudes/experiences regarding complexity in IP telephony solutions.
The research was conducted online among the CIO and Network World audiences between September 14, 2010 and October 4, 2010. Respondents were screened for title (IT manager and above or LOB executive), core job responsibilities (strategic focus), company size of 50 or more employees, and for the implementation or planned implementation of IT telephony solutions. A total of 324 qualified respondents are represented in this summary; 186 respondents are members of the CIO audience, 138 respondents are members of the Network World audience.
The document discusses strategies for reducing operational expenditures (OPEX) in the telecom industry in Pakistan. It outlines several approaches such as carefully managing product portfolios, improving marketing efficiency, focusing on productivity, effective asset management, pre-paying site leases, multi-dimensional planning, controlling labor and non-headcount costs, tower sharing, compact base station technology, and using solar power. Adopting these OPEX reduction strategies could help address financial challenges currently facing the Pakistan telecom sector and enable further investment and growth.
Strategic Management and Information Technology OutsourcingFarooq Omar
This document discusses strategic project management considerations for outsourcing an IT project. It emphasizes the importance of clearly specifying requirements, conducting a thorough cost-benefit analysis, and selecting an experienced project manager to oversee vendor communication and performance monitoring. The document also stresses the need for strong security policies and choosing a vendor that adheres to the organization's security rules to protect sensitive data when outsourcing IT functions.
The document discusses implementing an IT financial management (ITFM) tool. It outlines the benefits of implementing an ITFM tool, such as increased cost transparency, improved efficiency, and better decision making. It then describes the key steps in the ITFM tool implementation journey, including assessing the current state, defining services, identifying data requirements, establishing governance, designing the cost model, evaluating tools, and implementing the tool and roadmap. Some challenges of implementation are also reviewed, such as data quality issues, lack of governance, and lack of education on ITFM methodology.
The Cost of Technology: Total Cost of Ownership and Value of Investment - Ri...SchoolDude Editors
The document discusses CoSN's initiatives to help K-12 schools understand the total cost of ownership (TCO) of educational technology and measure the value of investment (VOI) in new technology projects. It provides an overview of the TCO and VOI methodologies, tools and resources available on CoSN's websites to help schools evaluate current technology costs and determine costs and benefits of potential investments.
Industrializing Zero Application MaintenanceCognizant
This document summarizes an article about industrializing zero application maintenance. It discusses how applying a rigorous, automated approach to supporting applications can reduce costs, improve repair accuracy, minimize technical debt, and free up resources. The key is establishing structured processes to identify and categorize issues incurred by applications over time and remediate them through automation. This includes integrating with IT tools, using machine learning to categorize issues, creating automatic fixes, prioritizing problems, analyzing application portfolios, and benchmarking performance metrics. The benefits are minimizing maintenance costs, increasing strategic investments, improving service levels, and enhancing business outcomes.
This document discusses Ernst & Young's approach to helping clients reduce IT costs through an IT Cost Reduction journey. The approach involves 6 steps: 1) data discovery and analysis to understand current IT spend, 2) benchmarking IT costs against industry peers, 3) identifying opportunities to reduce costs, 4) developing initiatives to realize those opportunities, 5) executing the initiatives, and 6) achieving cost transparency, improved efficiency and lower costs. The document provides examples of the type of data collected and analyzed in step 1, benchmarks used in step 2, and a framework for calculating unit costs of IT services.
This document discusses building a mobile strategy beyond BYOD. It recommends measuring your organization's mobile maturity to establish a baseline. A mobile strategy plan should consider both depth and breadth. The foundation of the strategy should leverage existing infrastructure and mobile technologies. Non-core services like device support should be outsourced so the focus can be on value creation through applications and cost reduction. The goal is to move from functional mobile use to a transformational strategy that provides competitive advantage.
White Paper: Automating IT Cost TransparencyApptio
IT organizations spend over $3 trillion per year on IT, but many do not have visibility into where that money goes. Automating cost transparency through a solution like Apptio can help IT minimize costs and maximize business value by understanding cost drivers, improving planning, and communicating IT's value to business stakeholders. Apptio's software-as-a-service offering allows customers to model IT costs, gain insights through reporting and analysis, and improve strategic decision making through "what if" scenario planning.
Behavioral Aspects of IT Employees towards Problems and Prospects of Activity...Dr. Amarjeet Singh
Activity Based Costing (ABC) is a new variant in cost
management practices emerged in 1980’s, which caters to the
needs of organizations in effective control and monitoring cost
and better management of profitability. The success of ABC
duly depends on articulation of implementation of ABC and
the outcome of Activity Based Cost and Management
(ABCM). Though employees experience a positive outcome, it
is beyond doubt that they can support the ABC rather
resisting the same. The main objective of this paper is to
examine the perception of IT companies’ employees’ towards
implementation of Activity-Based Costing(ABC). A normative
list of benefits concerning the ability of ABC systems to
redirect the behavior of individuals was abstracted from the
interviews opinion and compared to the perceived benefits
gathered from interviews with firm employees. This will
permit IT Companies and provides relevant information that
will enable them to make better decisions with regard to
measure the successful implementation of ABC in IT
Companies.
Optimizing IT Operations with Natural Language ProcessingCognizant
As artificial intelligence becomes increasingly mainstream, natural language processing techniques are emerging to help IT teams gain enhanced understanding of their operations landscape and to further optimize the ticket management process.
The document provides information about the Technical University of Crete (TEI Crete) in Greece. It outlines the schools and departments at TEI Crete, including programs in business, engineering, agriculture, health, and applied sciences. It also describes student life resources, research areas, technology transfer, contributions to local development, and awards received by TEI Crete.
The document discusses three key perspectives on IT financial management - Cost Optimization, Cloud, and Financial Discipline. It identifies three "measures that matter" to each perspective: Cost of Service, Budget Variance, and Innovation Ratio. Organizations need to build a discipline around cost optimization through continuous improvement, and get CIO, IT leadership, and finance onboard when developing strategies.
This document discusses estimating the total cost of ownership (TCO) when acquiring a new software application. It defines TCO as the sum of all costs involved in owning an application over its lifetime. These costs include direct costs like procurement, installation, and customization, as well as indirect costs like maintenance, support, and licensing fees. The document outlines TCO calculation for different types of applications like Software as a Service (SaaS), proprietary software, and open source software. It provides a formula for calculating TCO and discusses how purchasers, managers, vendors, and procurement professionals can apply TCO estimates when evaluating and selecting software solutions.
The document discusses a process for managing an IT project portfolio using Total Value of Ownership (TVO). It describes how TVO can provide metrics for assessing technology delivery systems, user productivity, benefits, and ROI. TVO considers both IT and business metrics to determine the overall value of IT investments and help optimize spending. The process involves establishing a baseline, analyzing proposed initiatives and potential what-if scenarios, and ongoing support to evaluate the portfolio.
This document discusses several approaches for justifying investments in information technology (IT) and maximizing returns from IT investments, as IT has become a key lever for competitive advantage but also represents high costs. It describes approaches such as net present value, cost effectiveness, business value, chargeback, balanced scorecard, options, benchmarking, and identifying metrics based on the type of investment, user, and strategic goals. The goal is to formalize metrics for quantifying both tangible and intangible returns from IT expenditures.
Measuring the ROI of choosing Flex for Enterprise RIAsRaffaele Mannella
This document discusses how to estimate the return on investment (ROI) of adopting Flex for developing enterprise rich internet applications (RIAs). It provides an example ROI calculation for a Flex banking application that saves time over a previous Oracle Forms application. The calculation shows a project cost of €6 million, annual savings of €7.88 million, and a 2-year ROI of 163%. The document also discusses how Flex can impact both the benefits and costs in an ROI calculation by enabling better user experiences and cross-browser compatibility.
Outsourcing - Key Management Challenges, An India-specific analysis of the outsourcing industry and the key challenges that it faces. Part of a report that was submitted as a part of a credit course at IIT Madras.
Navigating IT Complexity - Research report by IDGShoreTel
The primary objective of this research program is to explore IT decision makers’ attitudes toward and acceptance of technology complexity with a focus on IP telephony solutions. More specifically, the survey was designed to identify the extent to which companies are struggling with IT complexity as a macro issue, the perceived contributors to IT
complexity, adoption of IP telephony, and attitudes/experiences regarding complexity in IP telephony solutions.
The research was conducted online among the CIO and Network World audiences between September 14, 2010 and October 4, 2010. Respondents were screened for title (IT manager and above or LOB executive), core job responsibilities (strategic focus), company size of 50 or more employees, and for the implementation or planned implementation of IT telephony solutions. A total of 324 qualified respondents are represented in this summary; 186 respondents are members of the CIO audience, 138 respondents are members of the Network World audience.
The document discusses strategies for reducing operational expenditures (OPEX) in the telecom industry in Pakistan. It outlines several approaches such as carefully managing product portfolios, improving marketing efficiency, focusing on productivity, effective asset management, pre-paying site leases, multi-dimensional planning, controlling labor and non-headcount costs, tower sharing, compact base station technology, and using solar power. Adopting these OPEX reduction strategies could help address financial challenges currently facing the Pakistan telecom sector and enable further investment and growth.
Strategic Management and Information Technology OutsourcingFarooq Omar
This document discusses strategic project management considerations for outsourcing an IT project. It emphasizes the importance of clearly specifying requirements, conducting a thorough cost-benefit analysis, and selecting an experienced project manager to oversee vendor communication and performance monitoring. The document also stresses the need for strong security policies and choosing a vendor that adheres to the organization's security rules to protect sensitive data when outsourcing IT functions.
The document discusses implementing an IT financial management (ITFM) tool. It outlines the benefits of implementing an ITFM tool, such as increased cost transparency, improved efficiency, and better decision making. It then describes the key steps in the ITFM tool implementation journey, including assessing the current state, defining services, identifying data requirements, establishing governance, designing the cost model, evaluating tools, and implementing the tool and roadmap. Some challenges of implementation are also reviewed, such as data quality issues, lack of governance, and lack of education on ITFM methodology.
The Cost of Technology: Total Cost of Ownership and Value of Investment - Ri...SchoolDude Editors
The document discusses CoSN's initiatives to help K-12 schools understand the total cost of ownership (TCO) of educational technology and measure the value of investment (VOI) in new technology projects. It provides an overview of the TCO and VOI methodologies, tools and resources available on CoSN's websites to help schools evaluate current technology costs and determine costs and benefits of potential investments.
Industrializing Zero Application MaintenanceCognizant
This document summarizes an article about industrializing zero application maintenance. It discusses how applying a rigorous, automated approach to supporting applications can reduce costs, improve repair accuracy, minimize technical debt, and free up resources. The key is establishing structured processes to identify and categorize issues incurred by applications over time and remediate them through automation. This includes integrating with IT tools, using machine learning to categorize issues, creating automatic fixes, prioritizing problems, analyzing application portfolios, and benchmarking performance metrics. The benefits are minimizing maintenance costs, increasing strategic investments, improving service levels, and enhancing business outcomes.
This document discusses Ernst & Young's approach to helping clients reduce IT costs through an IT Cost Reduction journey. The approach involves 6 steps: 1) data discovery and analysis to understand current IT spend, 2) benchmarking IT costs against industry peers, 3) identifying opportunities to reduce costs, 4) developing initiatives to realize those opportunities, 5) executing the initiatives, and 6) achieving cost transparency, improved efficiency and lower costs. The document provides examples of the type of data collected and analyzed in step 1, benchmarks used in step 2, and a framework for calculating unit costs of IT services.
This document discusses building a mobile strategy beyond BYOD. It recommends measuring your organization's mobile maturity to establish a baseline. A mobile strategy plan should consider both depth and breadth. The foundation of the strategy should leverage existing infrastructure and mobile technologies. Non-core services like device support should be outsourced so the focus can be on value creation through applications and cost reduction. The goal is to move from functional mobile use to a transformational strategy that provides competitive advantage.
White Paper: Automating IT Cost TransparencyApptio
IT organizations spend over $3 trillion per year on IT, but many do not have visibility into where that money goes. Automating cost transparency through a solution like Apptio can help IT minimize costs and maximize business value by understanding cost drivers, improving planning, and communicating IT's value to business stakeholders. Apptio's software-as-a-service offering allows customers to model IT costs, gain insights through reporting and analysis, and improve strategic decision making through "what if" scenario planning.
Behavioral Aspects of IT Employees towards Problems and Prospects of Activity...Dr. Amarjeet Singh
Activity Based Costing (ABC) is a new variant in cost
management practices emerged in 1980’s, which caters to the
needs of organizations in effective control and monitoring cost
and better management of profitability. The success of ABC
duly depends on articulation of implementation of ABC and
the outcome of Activity Based Cost and Management
(ABCM). Though employees experience a positive outcome, it
is beyond doubt that they can support the ABC rather
resisting the same. The main objective of this paper is to
examine the perception of IT companies’ employees’ towards
implementation of Activity-Based Costing(ABC). A normative
list of benefits concerning the ability of ABC systems to
redirect the behavior of individuals was abstracted from the
interviews opinion and compared to the perceived benefits
gathered from interviews with firm employees. This will
permit IT Companies and provides relevant information that
will enable them to make better decisions with regard to
measure the successful implementation of ABC in IT
Companies.
Optimizing IT Operations with Natural Language ProcessingCognizant
As artificial intelligence becomes increasingly mainstream, natural language processing techniques are emerging to help IT teams gain enhanced understanding of their operations landscape and to further optimize the ticket management process.
The document provides information about the Technical University of Crete (TEI Crete) in Greece. It outlines the schools and departments at TEI Crete, including programs in business, engineering, agriculture, health, and applied sciences. It also describes student life resources, research areas, technology transfer, contributions to local development, and awards received by TEI Crete.
The ROI of Collaboration featuring research from Forrestertibbr
Forrester was commissioned by TIBCO Software to examine the financial benefits of tibbr, TIBCO's workplace social networking platform. Based on interviews with two tibbr customers and analysis of quantified benefits, costs, risks, and flexibility, Forrester determined tibbr has a three-year risk-adjusted ROI of 333% and payback period of 7.7 months. Key benefits included improved workforce productivity, faster employee onboarding, cost savings from improved business processes, and reduced communication costs for dispersed employees. Costs included yearly licensing, professional services, administration, and initial planning/adoption expenses. Flexibility and risk components were also examined.
Forrester Research on Optimizing Globally Distributed Software Development Us...WANdisco Plc
Webinar featuring Jeffery Hammond, Senior Analyst at Forrester Research covering the Software Configuration Management (SCM) space. Mr. Hammond and members of Forrester Research's consulting team explain the reasons behind Subversion's rapid ascent to the leadership position in the SCM space, and discuss the findings of the TEI study.
The ROI on Intrusion Prevention: Protecting Both Your Network & InvestmentIBM Security
View on-demand: http://event.on24.com/wcc/r/1125108/92F1EBE9F405FFB683B79FD046CAC8B7
Forrester Research recently conducted a Total Economic Impact (TEI) study, commissioned by IBM, to examine the potential return on investment (ROI) that organizations may achieve by deploying IBM Security Network Protection (XGS), a next-generation intrusion prevention system (IPS). The study determined that by implementing IBM Security Network Protection (XGS), organizations realize an increase in network performance and availability, while also enjoying reduced costs and security risks.
Join us at this complimentary webinar to hear directly from our guest, Forrester TEI consultant Ben Harris, about the results of IBM Security Network Protection (XGS) study.
ROI of Office 365: Forrester Total Economic Impact SummaryWhy Microsoft
The document summarizes a study by Forrester Consulting on the total economic impact of Microsoft Office 365 for enterprise customers. The study found that the composite organization experienced a 163% three-year ROI and $5.6 million in risk-adjusted net present value from adopting Office 365. Key benefits included cost savings from improved mobility, control and compliance, business intelligence, and enterprise social capabilities. The payback period for Office 365 implementation was estimated to be 7 months.
IT Mailing Contacts provides customized email lists of Smartsheet ERP technology users and customers to help companies expand their clientele and generate more revenue. Their lists contain contact information for Smartsheet ERP vendors, users, decision makers, and marketing executives. The lists are compiled from IT Mailing Contacts' monitoring of technology installations and spending plans at over 531,000 business locations in the US and Canada.
IBM Total Economic Impact Study - Cost Savings and Business BenefitsCasey Lucas
This document summarizes a Forrester study on the total economic impact of implementing IBM Connections. It found that the representative organization experienced:
1) A three-year return on investment (ROI) of 168% and payback period of 10-11 months from increased productivity, reduced employee turnover, and lower IT costs.
2) Total three-year benefits of $26.5 million versus costs of $10 million, for a net present value of $16.6 million.
3) Key benefits included a 10% increase in employee productivity, savings of over $1.5 million from a 5% reduction in employee turnover, and $500,000 in lower IT operating costs.
The Total Economic Impact Of IBM Multivendor Support Services (MVS) Cost Savi...Cor Ranzijn
A Forrester Total Economic Impact Study , January 2019
The Total Economic Impact Of IBM Multivendor Support Services (MVS) Cost Savings And Business Benefits Enabled By IBM MVS
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.
This document presents a summary of a presentation on calculating the return on investment (ROI) for unified communication solutions based on a Forrester study. The presentation discusses the purpose of the Forrester study, which is to provide a framework for evaluating the potential financial impact of Microsoft's unified communication products. It outlines Forrester's methodology, key findings on benefits, costs, and ROI. It also provides summaries of the unified communication capabilities and assumptions made in the ROI calculation.
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.
TEI of IBM Information Management SolutionsIBM Analytics
Originally Published on Dec 11, 2014
In October 2014, Forrester Consulting worked with IBM on a commissioned study to analyze the total economic impact that IBM’s Information Management solutions have on three specific big data use cases to help its customers solve important business problems. Through interviews and data aggregation, Forrester concluded that IBM Information Management solutions have the following financial impact on a representative organization: ROI – 148%; total benefit (PV) - $3.2 million.
In June 2011, IBM commissioned Forrester Consulting to examine the total economic impact and potential return on investment (ROI) enterprises may realize by deploying System Storage SAN Volume Controller (SVC). The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of System Storage SAN Volume Controller on enterprise organizations. SVC is designed to simplify and centralize storage infrastructure and offer benefits of storage virtualization for large enterprises.
Microsoft India - Unified Communications The Total Economic Impact of Microso...Microsoft Private Cloud
In October 2009, Microsoft commissioned Forrester Consulting to examine the total economic impact and potential return on investment (ROI) enterprises may realize by deploying Microsoft Exchange 2010. Microsoft Exchange 2010 is the newest release of Microsoft’s messaging and collaborative server software solution featuring email, voicemail, calendaring, contacts, and tasks; support for mobile and Web-based access to information; and support for data storage. This study illustrates the financial impact of deploying Microsoft Exchange 2010 for a retail and distribution organization of 1,500 employees and $450 million in annual revenue. In conducting in-depth interviews with nine existing customers, Forrester found that these companies achieved cost avoidance of storage, reduced cost of high availability, cost avoidance in voicemail, savings in backup systems, fewer help desk calls, cost avoidance of mobility, enhanced communication security, and simplified compliance and legal discovery, among other benefits.
The business value of managed services: Findings from IDC research sponsored...IBM Services
This presentation highlights the key findings from a recent study by IDC that determined the financial benefits, IT operational benefits, and positive return on investment realized by IBM managed services clients. To get the full report to to: http://bit.ly/BusinessValueMgdSvc
This document analyzes the total economic impact of deploying VMware Virtual Desktop Infrastructure (VDI) for a healthcare customer. Key findings include:
- The customer achieved a 122% ROI over 4 years, with an 8 month payback period, through savings from reduced PC and support costs, increased productivity, and electricity savings.
- Benefits were quantified for PC replacement savings, reduced IT support staff needs, improved worker productivity, and electricity savings from thin clients. Additional qualitative benefits included improved security, user experience, and business continuity.
- Over 4 years, the total benefits were $3.8 million compared to total costs of $1.7 million, for a net savings of over $2 million
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The Total Economic Impact of IBM Connections
1. The Total Economic Impact™ of IBM
Connections
IBM Connections Social Collaboration platform
increases end user productivity and reduces
operating costs
Forrester Research
Anish Shah
Senior Consultant, Total Economic Impact
October 2015
2. Table of Contents
What is TEI?
Executive Summary
Analysis
Interview Highlights
Benefits
Costs
Flexibility
Risk
Financial Summary
Question and Answer
Please Note: This slide presentation is an
abridged, graphical, and complementary
representation of a full case study. For a
full explanation of methodology and
details on model calculations, please refer
to the full case study (Forrester Total
Economic Impact of IBM Connections,
July 2015).
3. Disclosures
The audience should be aware of the following:
• This document is an abridged webinar version of a full case study (Forrester
Total Economic Impact of IBM Connections, July 2015).
• The study is commissioned by IBM and delivered by the Forrester Consulting
group.
• Forrester makes no assumptions as to the potential return on investment that
other organizations will receive. Forrester strongly advises that readers should
use their own estimates within the framework provided in the report to
determine the appropriateness of an investment in High Speed Guard.
• IBM 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.
• The customer names for the interview was provided by IBM.
• Forrester does not endorse IBM.
5. “Next level” business case justifications are increasingly
vital for critical investments.
33%,
Somewhat
important
4%,
Somewhat
unimportant
3%, Not at
all important
60%, Very
important
Base: 825 IT decision-makers at North American enterprises
Investment Impact
Categories
TCO ROI TEI
IT Impact
IT costs
IT cost savings
Business
Impact
User efficiency
Business
effectiveness
Risk and
Uncertainty
Risk mitigation
Risk vs. reward
Strategic
Impact
Scalability
Flexibility
Do I need a business case? What is an effective business case?
• Over 90% of IT decision-makers
find value in a business case
• Decision-makers will likely want to
apply standard criteria/factors to
investment opportunities
• TCO and ROI only tells the story of costs
and quantified benefits
• TEI adjusts for risks and factors the
flexibility of a product into the case study
6. TEI Framework and Components
Total
Economic
Impact
RISK
Benefits
(Impact on Business)
Costs
(Impact on Budget)
Flexibility
(Options)
Perform due
diligence
Conduct
customer
interviews
and survey
Construct
financial
model
Write
case
study
Conduct
webinar
The TEI framework centers on quantifying benefits,
capturing costs, evaluating flexibility, and adjusting risk.
TEI Approach and Methodology
8. Executive Summary: IBM Connections TEI
• Forrester was commissioned by IBM to examine the financial benefit of IBM
Connections
• IBM Connections can help organizations improve end user productivity, reduce
employee churn, and save in IT operating costs through its innovative, flexible,
and feature-rich social collaboration platform
• Based on an analysis of IBM Connections customer feedback and quantified
benefits, costs, risks, and flexibility, Forrester has determined IBM Connections has
has a three-year risk-adjusted ROI of 168% and NPV of $16.6 Million, with a
payback period of 10 – 11 months
Three-Year Risk-Adjusted Financial Snapshot
ROI Total Benefits (PV) Total Costs (PV) NPV
168% $26.5 Million ($9.9 Million) $16.6 Million
Payback Period
10-11 Months
Source: Forrester Total Economic Impact of IBM Connections, commissioned study conducted by Forrester Consulting on behalf of IBM, July 2015
10. Customers Interviewed for the IBM Connections TEI
For this study, Forrester conducted and collected data from a total of four interviews with
representatives from the following companies, which are IBM Customers:
A large, global engineering services organization headquartered in the US.
A multinational consumer products company headquartered in the US.
A global provider of workforce solutions and outsourcing services.
A large, global technology and consulting company headquartered in the US.
Customer Interviews Revealed
IBM Connections
Increases business productivity by providing more-reliable, easier, and faster
access to information retrieval.
Increases employee engagement and reduces employee attrition.
Increases IT productivity through decreased support costs
12. Composite Organization
Based on the interviews, Forrester constructed a TEI framework, a composite company (the
Organization), and an associated ROI analysis that illustrates the areas financially affected. The
composite organization that Forrester synthesized from these results represents an organization with
the following characteristics:
• Is a US-based global organization.
• Has 30,000 employees and 5,000 contractions world-wide
• The Organization purchased IBM Connections license for all of its employees.
• In three years, 60% of the full-time employees and 30% of the contractors were using multiple
features of IBM Connections on a monthly basis.
• The Organization shared the following goals and objectives for an investment in IBM’s
Connections collaboration platform:
- Collaborate inside and outside company firewalls.
- Increase productivity through collaboration between employees globally.
- Accommodate the increase in bring-your-own-device (BYOD) and mobile users who need to
easily access and share information.
- Ensure collaboration infrastructure can be flexible and scalable based on a changing
business landscape.
- Have the ability to incorporate usage and real-time analytics into the solution.
14. Source: Forrester Total Economic Impact of IBM Connections, a commissioned study conducted by Forrester Consulting on behalf of IBM, July 2015.
Increase in End-User Productivity
Three-Year Risk-Adjusted Benefit
Metric Year 3
Number of end users (full-time employees and contractors) 35,000
Average cost per FTE $100,000
Adoption rate (using multiple IBM Connections features) 60%
Increase in end user efficiency 10%
Percentage in end user productivity realized by the Organization 10%
Increase in end user productivity $21,000,000
Risk adjustment 10%
Increase in End-User Productivity (risk-adjusted) $18,900,000
› 10% increase in end-user productivity
› 5-10% in end user productivity realized by the Organization
› Risk adjusted to account for uncertainty: 10%
15. Source: Forrester Total Economic Impact of IBM Connections, a commissioned study conducted by Forrester Consulting on behalf of IBM, July 2015.
Reduction in Cost of Employee Turnover
Three-Year Risk-Adjusted Benefit
Metric Year 3
Total number of employees 35,000
Percentage turnover of employees 6%
Cost of replacing an employee $15,000
Adoption rate 60%
Reduction in employee churn rate 5%
Reduction in cost from employee turnover $945,000
Risk adjustment 10%
Increase in End-User Productivity (risk-adjusted) $850,500
› 5% reduction in the Organization’s employee churn rate
› Average cost of replacing an employee is 15% of their full-time salary
› Risk adjusted to account for uncertainty: 10%
16. Source: Forrester Total Economic Impact of IBM Connections, a commissioned study conducted by Forrester Consulting on behalf of IBM, July 2015.
Reduction in IT Operating Costs
Three-Year Risk-Adjusted Benefit
Metric Year 3
IT operating costs (software costs for multiple collaboration applications) $1,500,000
Reduction in IT operating costs 20%
Total reduction in IT operating costs $300,000
Risk adjustment 10%
Total reduction in IT operating costs (risk-adjusted) $270,000
› 10%-20% reduction in IT Operating Costs . Reduction in software costs
for multiple collaboration applications
› Risk adjusted to account for uncertainty: 10%
19. Source: Forrester Total Economic Impact of IBM Connections, a commissioned study conducted by Forrester Consulting on behalf of IBM, July 2015.
After adjusting for risks, the interviewed organization’s
three-year ROI is 168% with a $16.6M NPV, and payback
period between 10-11 months.
($10,000,000)
($5,000,000)
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
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 ($1,020,000) ($3,000,000) ($3,600,000) ($4,200,000) ($11,820,000) ($9,878,002)
$0 $4,140,000 $9,315,000 $20,020,500 $33,475,500 $26,503,681
($1,020,000) $1,140,000 $5,715,000 $15,820,500 $21,655,500 $16,625,680
168%
10.7Payback Period (months)
Summary
Total Benefits
Total
ROI