Keeping Integrated Keeping Integrated Innovation AliveInnovation AliveKeeping Integrated Keeping Integrated Innovation AliveInnovation Alive
Milinda KotelaweleMilinda KotelaweleJulian LockJulian LockAndrew CunninghamAndrew Cunningham
Microsoft CorporationMicrosoft Corporation
Tips & tricks for creating a sound Tips & tricks for creating a sound business case for IT investmentbusiness case for IT investment
Why this session…Why this session…You told us:You told us:
The most common barrier to upgrading technology is difficulty The most common barrier to upgrading technology is difficulty justifying the cost to management,justifying the cost to management,
Most respondents (70%) were very keen to enhance their skills Most respondents (70%) were very keen to enhance their skills to create a business case for management justifying the server to create a business case for management justifying the server upgrade costs,upgrade costs,
What Microsoft Consultants see at client sites:What Microsoft Consultants see at client sites:Requests from clients to assist in justifying the need for Requests from clients to assist in justifying the need for Microsoft technology in their environment,Microsoft technology in their environment,
Requests for depth technical assistance when implementations Requests for depth technical assistance when implementations are failing,are failing,
While the causes for failed implementations vary, often the root While the causes for failed implementations vary, often the root cause for failure can be traced back to the lack of a financially cause for failure can be traced back to the lack of a financially sound business case to implement the technology in the first sound business case to implement the technology in the first place,place,
What we will look at …What we will look at …
The typical challenges we see Australian The typical challenges we see Australian organisations facing today when building organisations facing today when building business cases for IT projects and there causes business cases for IT projects and there causes (why do good ideas die?)(why do good ideas die?)
Some of the more effective tactics IT Some of the more effective tactics IT departments within Australian firms are departments within Australian firms are adapting to address these challengesadapting to address these challenges
What Microsoft Australia is doing to assist our What Microsoft Australia is doing to assist our customers address these challengescustomers address these challenges
What this session is not What this session is not about …about …
Prescriptive methodology for developing Prescriptive methodology for developing business casesbusiness cases
Specific to any particular technologySpecific to any particular technology
Detailed drill down on fundamentals of business Detailed drill down on fundamentals of business value quantification & benefits managementvalue quantification & benefits management
What we will look at …What we will look at …
The typical challenges we see Australian The typical challenges we see Australian organisations facing today when building organisations facing today when building business cases for IT projects and there causes business cases for IT projects and there causes (why do good ideas die?)(why do good ideas die?)
Some of the more effective tactics IT Some of the more effective tactics IT departments within Australian firms are departments within Australian firms are adapting to address these challengesadapting to address these challenges
What Microsoft Australia is doing to assist our What Microsoft Australia is doing to assist our customers address these challengescustomers address these challenges
Typical challenges faced when building Typical challenges faced when building business casesbusiness cases
An inability to clearly An inability to clearly quantifyquantify business value business value in order to obtain sufficient IT investment in order to obtain sufficient IT investment approvalapproval
Incorrect usage of business value related terms Incorrect usage of business value related terms and processes (ROI, TCO, business case and processes (ROI, TCO, business case templates etc.) creates templates etc.) creates perceptionperception of of organizational rigor but in fact reduces organizational rigor but in fact reduces transparency and claritytransparency and clarity around business case around business case creation process creation process
Excessive organisational Excessive organisational optimismoptimism where fiscal where fiscal facts are yet to be provenfacts are yet to be provenAll of the above lead to All of the above lead to badly informed decisionbadly informed decision making, making, but sometimes we get lucky and it all works fine but sometimes we get lucky and it all works fine
ValueValue = = BenefitBenefit - - CostCost““If you can’t If you can’t measuremeasure it, you it, you
can’t can’t proveprove it. If you can’t it. If you can’t
proveprove it, it isn’t it, it isn’t realreal. If it isn’t . If it isn’t
realreal, why would , why would II spend spend
moneymoney on it?” on it?”
IT Project Process ModelIT Project Process Model
Project Plans Approved
Scope Complete
Release ReadinessApproved
DeploymentComplete
Vision/Scope Approved
MSF
2) Business case approved
1) Funding for planning approved
3) Business case review
4) Business case review
5) Post implementation Business case review Vs. Deliverable
Not the right approach……Not the right approach……
Disillusionment and DistancingFear and Panic
Punishment of the Innocent
Initial Enthusiasm
Planning and Propaganda
MSF
Rewarding of the Non-Participants
1) Funding Approved
2) Funding cut
So how would you address these So how would you address these challenges? challenges?
Understand to what extent these issues occur Understand to what extent these issues occur within your organisation and acknowledge within your organisation and acknowledge them where they exist,them where they exist,
Regularly revisit how business value is Regularly revisit how business value is measured and managed in measured and managed in allall your business your business cases, (is it measured at all?)cases, (is it measured at all?)
Regularly review the process for creation of Regularly review the process for creation of business cases and benefits management to business cases and benefits management to ensure that it continues to add value to your ensure that it continues to add value to your Organisation,Organisation,
What we will look at …What we will look at …
The typical challenges we see Australian The typical challenges we see Australian organisations facing today when building organisations facing today when building business cases for IT projects and there causes business cases for IT projects and there causes (why do good ideas die?)(why do good ideas die?)
Some of the more effective tactics IT Some of the more effective tactics IT departments within Australian firms are departments within Australian firms are adapting to address these challengesadapting to address these challenges
What Microsoft Australia is doing to assist our What Microsoft Australia is doing to assist our customers address these challengescustomers address these challenges
So how So how dodo successful organisations successful organisations address these challenges? address these challenges?
Organisations that effectively build Organisations that effectively build sound business cases often use sound business cases often use different terminology and approaches different terminology and approaches from each other to describe what they from each other to describe what they dodo
However, the However, the basic principlesbasic principles governing governing their activities are often the same and their activities are often the same and are easily distinguishable. Few are easily distinguishable. Few implement all these principles, most use implement all these principles, most use somesome
“Good work ……. but I think we need
just a little more detail right here”
Then amiracleoccurs
IN
OUT
Cranfield UniversityCranfield UniversitySchool of ManagementSchool of Management
The Benefits Management ChallengeThe Benefits Management ChallengeFrom
Technology delivery
Value for MONEY- Low level task monitoring
Expenditure proposal- loose linkage to business needs
IT implementation plan
Business manager as on-looker/victim
Large set of unfocussed functionality
Stakeholders “subjected to”
Trained in technology
Do technology and project audits
To
IT investment which is sufficient to do the job
Benefits delivery
VALUE for money- Benefits Tracking
Business case- Integration with business drivers
Change management plan
Business manager involved and in control
Stakeholders “involved in”
Educated in exploitation of technology- talent harnessed
Obtain business benefits then review with
learning - leverage more benefit
Cranfield UniversityCranfield UniversitySchool of ManagementSchool of Management
IS/ITEnablers
EnablingChanges
BusinessChanges
BusinessBenefits
InvestmentObjectives
CampaignPlanning &
ManagementSystem
CustomerProspectDatabase
ContactManagement
System
EnquiryQuotation &ResponseTrackingSystem
PortablePCs forSalesStaff
Releasesales timefrom post
sales activityto pre sales
Introducenew accountmanagement
processes
Redefinecustomersegments
Reducemarketing
staff time onadmin
activities
Introduceproject
managementfor all A&Pcampaigns
Measure outcomeof campaignsre objectives
Use database toimprove targeting
in segments
Realign salesactivity with new
customer segments
New salesstaff
incentives
Use system totarget sales
activity/contacttime
Increase salestime with
customers
Allocate salestime to potentialhigh value leads
Co-ordinate salesand marketing activity
in follow-up
Identify mostappropriate
communication mediumfor target customers
Reduced cost byavoiding waste on
irrelevant customers
Increased responserate from A&P
campaigns
Increased rateof follow-up
of leads
Increased conversionrate of leads
to orders
effectiveness of
promotion (A&P)
To improve the
advertising &
spend
To increase salesvalue and volume
from newcustomers
Benefits Dependency NetworkBenefits Dependency Network
Takeaway 1: Every benefit that is identified must have an owner otherwise the benefit does not exist.
Takeaway 2: An IT business case should be a joint Takeaway 2: An IT business case should be a joint proposal between the IT / IS function and the proposal between the IT / IS function and the business units who will be enabled to deliver the business units who will be enabled to deliver the benefits to the organisation as a result of the IT benefits to the organisation as a result of the IT project. project.
InformationInformation SystemsSystemsInvestmentInvestment PortfolioPortfolio
STRATEGIC
- investments in IS/IT
applications which
may be important
in achieving future
success
- investments in IS/IT
applications on which
the organisation
currently depends
for success
- investments in IS/IT
applications which
are valuable but
not critical to
success
- investments in IS/IT
applications which
are critical to
sustaining future
business strategy
KEY OPERATIONAL SUPPORT
HIGH POTENTIAL
KEY OPERATIONALKEY OPERATIONAL
Improved performance ofexisting activities (effectiveness)
Integration/rationalisation tospeed up business processes
Industry Legislation
STRATEGIC
Perceived marketrequirements
Competitive pressures
Achievebusiness changes
Innovative business idea
New technologyopportunity
Create change
Cost reduction and
efficiency improvements
through automation
General Legislation
SUPPORT
HIGH POTENTIAL
InvestmentInvestment PortfolioPortfolioDriving ForcesDriving Forces
What should you measure(Where will the benefits of this project come from?)
Financial $Financial $
QuantifiableQuantifiable(non $)(non $)
ObservableObservable
Ben
efit
sB
enef
its
Business OutcomeBusiness Outcome
Do something Do something newnew
Do something Do something betterbetter
Stop doing Stop doing something something
Inc. conversion rate to sales
- Quotes - $300k p.a.
- Mailings - $250k p.a.
Inc rate of follow up of leads- Quotes - > 5000- Mailings - > 10000
Increased response rate
Reduced cost by avoiding waste on irrelevant customers - less mailings per campaign - $250k per year
MeasurableMeasurable
Strategic ProjectsKey Operational ProjectsSupport Projects
High Potential Projects
Takeaway 3: Unless a benefit can at least be observed than it does not exist.
Takeaway 4: Financial benefits (expressed in $) are often the strongest argument. Always try to turn as many of the benefits identified into financial benefits.
Takeaway 5: The business case that is developed is only one way in which the benefits required could be achieved. Importantly, it is the way in which those who are required to deliver the benefits believe that it can be achieved.
Quantifying the Quantifying the risksrisks associated with the associated with the benefits identifiedbenefits identified
Two Types:Two Types:Risks averted when we ‘do it’Risks averted when we ‘do it’
Really – benefits realised by reducing risk Really – benefits realised by reducing risk
Risks to ‘doing it’Risks to ‘doing it’Risks as potential hazards to the success of a Risks as potential hazards to the success of a project (e.g.: those caused by lack of technical project (e.g.: those caused by lack of technical skills, other dependencies etc.)skills, other dependencies etc.)
Risks that are caused by the estimates of benefits Risks that are caused by the estimates of benefits calculated being wrong (i.e.: the risk that we will be calculated being wrong (i.e.: the risk that we will be unable to realize some or all of the benefits we unable to realize some or all of the benefits we have estimated)have estimated)
Quantifying the Quantifying the risksrisks associated with the associated with the benefits identified Cont’d .. benefits identified Cont’d ..
Estimate the amount of uncertainty in the Estimate the amount of uncertainty in the proposal and document assumptions that proposal and document assumptions that might impact the outcome.might impact the outcome.
Apply risk management techniques to Apply risk management techniques to identify potential risk areas.identify potential risk areas.
Create Risk Adjusted Cost Benefit AnalysisCreate Risk Adjusted Cost Benefit Analysis
Quantifying the Quantifying the risksrisks associated with the associated with the benefits identified Cont’d .. benefits identified Cont’d .. ((Assess the Risks)Assess the Risks)
Use the Risk Table to identify risks.Use the Risk Table to identify risks.
For each risk, determine what cost or For each risk, determine what cost or benefit could be affected.benefit could be affected.
Create basic mitigation plans for the risks.Create basic mitigation plans for the risks.
Calculate exposure for risks.Calculate exposure for risks.
Quantifying the Quantifying the risksrisks associated with the associated with the benefits identified Cont’d .. benefits identified Cont’d .. ((Risk Assessment Process)Risk Assessment Process)
Calculate exposure Calculate exposure (Impact * Probability)(Impact * Probability)
For each high exposure riskFor each high exposure risk Write a risk statement and risk mitigation planWrite a risk statement and risk mitigation plan
Estimate the potential financial impact of the Estimate the potential financial impact of the riskrisk
Quantifying the Quantifying the risksrisks associated with the associated with the
benefits identified Cont’d..benefits identified Cont’d..(( Score Risk ProbabilityScore Risk Probability
30%30% 60%60% 90%90%It is unlikely that It is unlikely that this risk will this risk will occur.occur.
There is a There is a reasonable reasonable chance that this chance that this risk could occur.risk could occur.
It is quite probable It is quite probable that this risk will that this risk will occur, it must have occur, it must have a mitigation plan a mitigation plan and be considered and be considered in the project in the project budget.budget.
Determine how likely it is that the risk will Determine how likely it is that the risk will occur. occur.
Quantifying the Quantifying the risksrisks associated with the associated with the benefits identified Cont’d .. benefits identified Cont’d .. (example risk impact calculation)(example risk impact calculation)
Risk FactorRisk Factor ImpactImpact ProbabilityProbability ExposureExposure
The servers may The servers may not be delivered on not be delivered on time, resulting in time, resulting in deployment staff deployment staff
being underutilisedbeing underutilised
Downtime CostsDowntime Costs
$10,000$10,000
60%60% $6,000$6,000
Impact is expensive because the deployment schedule is crucial to the success of the project Probability is medium
because the schedule for has some built-in lag time
Impact * Probability
Quantifying the Quantifying the risksrisks associated with the associated with the benefits identified Cont’d .. benefits identified Cont’d .. (example (example Mitigation Plans) Mitigation Plans)
Risk Statement:Risk Statement:Cost calculations didn’t include potential Cost calculations didn’t include potential problems discovered by integration testing. problems discovered by integration testing. Implementation costs may be Implementation costs may be underestimated. underestimated.
Mitigation Plan:Mitigation Plan:Use consultants to integrate disparate Use consultants to integrate disparate applications $250,000.applications $250,000.
Use team members involved in the previous Use team members involved in the previous upgrade testing.upgrade testing.
Quantifying the Quantifying the risksrisks associated with the associated with the benefits identified Cont’d..benefits identified Cont’d..(Example Risk adjusted benefit calculation)(Example Risk adjusted benefit calculation)
Risk FactorRisk Factor ImpactImpact ProbabilityProbability ExposureExposure
Productivity gains Productivity gains won’t be realised won’t be realised due to Parkinson’s due to Parkinson’s
lawlaw
$20,419$20,419 30%30% $6125.7$6125.7
Therefore, the risk adjusted benefit = $14293.3 Therefore, the risk adjusted benefit = $14293.3
Quantifying the Quantifying the risksrisks associated with the associated with the benefits identified Cont’d .. benefits identified Cont’d .. (presenting the risk landscape)(presenting the risk landscape)
HighImpact
LowImpact
HighProbability
LowProbability
Project Size
Estimated benefits
Newness of Technology
User Acceptance
Accuracy of Cash Flows
Takeaway 6: Inclusion of risk adjusted estimates of costs and benefits gives the business decision maker a clearer view of the actual potential of the project and stops random concerns on the project’s capability to deliver from derailing the business case.
Sample Co – Final AnalysisSample Co – Final Analysis
Category Value
Risk Exposure Risk
Adjusted Value
$ %
Benefit $38,103 -$7,621 20 $30,482
Cost $25,788 $1,290 5 $27,078
Year 1Year 1
Sample Co – Benefits & FeaturesSample Co – Benefits & Features
Benefits/Features Benefit Value
Annual $ revenue gained from high web availability $0
Annual $ revenue gained from productivity increase $20,419
Annual downtime $ saved $907
Annual help desk $ saved $1,590
Annual support costs $ saved $1,267
Annual system administration $ saved $1,950
Annual travel $ saved $0
Annual user productivity $ saved $11,970
Reduced total $ cost of server hardware $0
Reduced total $ cost of server software $0
Total $38,103
Sample Co – CostsSample Co – CostsCost Cost Value
IT staff training $990
Server hardware upgrades $1,000
Server hardware deployment and planning services
$2,000
New server hardware $3,800
Network operating system server software
$7,998
Annual server maintenance $10,000
Total $25,788
Sample Co – RisksSample Co – Risks
Risk Amount Risk
Probability Exposure
Results $1,630
User Involvement $50
Work Flow $7,231
Total Benefit Exposure $7,621
Total Cost Exposure $1,290
Sample Co – 3 year outlookSample Co – 3 year outlookYear: 0 1 2 3
Costs $ (15,788) $ (10,000) $(10,000) $(10,000)
Benefits $ 38,104 $ 38,104 $ 38,104
Net cashflow $ (15,788) $ 28,104 $ 28,104 $ 28,104
Cumulative cashflow $ (15,788) $ 12,316 $ 40,420 $ 68,524
Risk-adjusted costs $ (16,578) $ (10,500) $(10,500) $(10,500)
Risk-adjusted benefits $ 30,483 $ 30,483 $ 30,483
Net risk-adjusted cashflow $ (16,578) $ 19,983 $ 19,983 $ 19,983
Cumulative risk-adjusted cashflow $ (16,578) $ 3,405 $ 23,388 $ 43,371
Sample Co – Financial Sample Co – Financial metricsmetricsCost of capital 15%
Hurdle rate 25%
Risk-adjusted IRR 107%Risk-adjusted NPV $ 29,048 Risk-adjusted payback period 10 monthsRisk-adjusted ROI 172%
Going back to the typical challenges faced Going back to the typical challenges faced when building business cases …when building business cases …
An inability to clearly An inability to clearly quantifyquantify business value business value in order to obtain sufficient IT investment in order to obtain sufficient IT investment approved,approved,
Incorrect usage of business value related terms Incorrect usage of business value related terms and processes (ROI, TCO, business case and processes (ROI, TCO, business case templates etc.) creates templates etc.) creates perceptionperception of of organizational rigor but in fact reduces organizational rigor but in fact reduces transparency and claritytransparency and clarity around business case around business case creation process, creation process,
Excessive organizational Excessive organizational optimismoptimism where fiscal where fiscal facts are yet to be proven,facts are yet to be proven,All of the above lead to All of the above lead to badly informed decisionbadly informed decision making, making, but sometimes we get lucky and it all works fine but sometimes we get lucky and it all works fine
Info business owners need: Cheat Info business owners need: Cheat SheetSheet
How much will it cost?How much will it cost?
When will the money be required?When will the money be required?
How much will it return?How much will it return?
When will the benefits accrue?When will the benefits accrue?
What are the risks?What are the risks?
Sell the business case, not the technology!Sell the business case, not the technology!
Benefit breakdown: Cheat Sheet
““I can’t see any benefits!”I can’t see any benefits!”
Is the project really strategically aligned with Is the project really strategically aligned with the business’ goals?the business’ goals?
Do you know enough about what’s really Do you know enough about what’s really taking time and effort on the shop floor?taking time and effort on the shop floor?
Was the project business-driven or IT-driven?Was the project business-driven or IT-driven?
Do you know enough about the technical Do you know enough about the technical possibilities – are you thinking too small?possibilities – are you thinking too small?
What we will look at …What we will look at …
The typical challenges we see Australian The typical challenges we see Australian organisations facing today when building organisations facing today when building business cases for IT projects and there causes business cases for IT projects and there causes (why do good ideas die?)(why do good ideas die?)
Some of the more effective tactics IT Some of the more effective tactics IT departments within Australian firms are departments within Australian firms are adapting to address these challengesadapting to address these challenges
What Microsoft Australia is doing to assist our What Microsoft Australia is doing to assist our customers address these challengescustomers address these challenges
Service Domain
Solution Deployment
Microsoft Australia FocusMicrosoft Australia Focus
Operations
IT Strategy Planning
Architecture Design
Leadership and guidance on IT solution strategies across the enterprise to enable customers make good long-term decisions
on their IT investments
Architecture consulting on Enterprise IT architecture planning, design,
standardization, and project management for effective adoption and application of MS
technologies and solutions
Help achieve specific, tangible, and compelling improvements in security, efficiency,
reliability, and agility through better IT operations
Proven Microsoft services best practices and implementation guidance from planning
through deployment for common customer IT scenarios
Microsoft Technology Strategy Service
Enterprise Architecture
Premier Support
Product Subject Matter Experts
MIT Sloan CISR MIT Sloan CISR CISR Research PatronsCISR Research Patrons
IBM IBM
Microsoft Corporation Microsoft Corporation
GartnerGartner
Hewlett-Packard CoHewlett-Packard Co
British TelecomBritish Telecom
Diamond Cluster Diamond Cluster International, Inc.International, Inc.
CISR Research SponsorsAetna Inc.Allstate Insurance Co.AstraZeneca Pharmaceuticals, LPBanknorth, N.A.Biogen IdecCampbell Soup CompanyCare USACelanese CorporationChevronTexaco Corp.Det Norske Veritas ASeFunds Corp.EMC2 The Gillette CompanyThe Guardian Life Insurance Company of AmericaIntelInternational Finance Corp.
Merck & Co.Merrill Lynch & Co., Inc.MetLifeMohegan SunMotorola, Inc.National Kidney Foundation, SingaporeNomura Research Institute, Ltd. (Japan)Pasco CountyPfizer Inc.PFPC, Inc.Qwest CommunicationsRaytheon CompanyState Street CompanyTelenor ASATRW Automotive, Inc.
Source: MIT Sloan Center for Source: MIT Sloan Center for Information Systems ResearchInformation Systems Research
Assisting customers gather accurate Assisting customers gather accurate information for input in business casesinformation for input in business cases
Provide the information you required to Provide the information you required to include in your business case regarding the include in your business case regarding the solution in the context of your business solution in the context of your business needs:needs:
Microsoft Quickstarts and QuickplansMicrosoft Quickstarts and Quickplans
QuickStart Offerings – QuickStart Offerings – FrameworkFramework
MS QuickStart MS QuickStart EvaluateEvaluate – – 1 day Strategy 1 day Strategy
Briefing and 2 Day Briefing and 2 Day
Architecture Design Session. Architecture Design Session.
MS QuickPlan MS QuickPlan PlanPlan - - Fixed scope and price, 2 Fixed scope and price, 2
week engagementweek engagement
Building Trust through Consistent Delivery and Increasing ROI
MS Portfolio = End-to-End Consulting OfferingMS Portfolio = End-to-End Consulting OfferingSemi-custom services providing end-to-end engagement-specific servicesSemi-custom services providing end-to-end engagement-specific services
Technical PackTechnical Pack(Build, Deploy, Operate)(Build, Deploy, Operate)
Drive complete Drive complete solutionssolutions
Accelerate Accelerate implementationimplementation
EvaluateEvaluate
How to access Quickstarts?How to access Quickstarts?
Fill out you evaluation formFill out you evaluation form
Tick the QuickStart questionTick the QuickStart question
Select a preferred partner from listSelect a preferred partner from list
A Microsoft representative will be in-touch A Microsoft representative will be in-touch to discuss programto discuss program
Microsoft Technology Strategy ServiceMicrosoft Technology Strategy Service
1.1. Assess enterprise Assess enterprise technical environmenttechnical environment
2.2. Identify IT alignment Identify IT alignment opportunities for key opportunities for key business strategiesbusiness strategies
3.3. Create IT Strategy Create IT Strategy Roadmap and Program Roadmap and Program PlanPlan
D E L I V E R Y D I S C O V E R Y
ImplementIT Strategy Roadmap
Benefits Assurance
Continued Discovery
Program ManagementEnterprise ArchitectureBusiness / IT AlignmentKnowledge EnablementRisk Management
StrategicDriving Forces• Market requirements and competitive pressure• Business objectives, critical success factors, and management vision• Obtaining and sustaining an advantage
Requirements• Rapid development for window of opportunity• Flexibility of solutions for changes in business need• Links to associated business initiative for commitment
MTSS Helps Classify InitiativesMTSS Helps Classify InitiativesHigh Potential
Driving Forces• New business idea or technology opportunity• Individual initiative (champions)• Demonstrate value to the business
Requirements• Rapid evaluation and ability to reject failures• Understand potential for business strategy• Identifying the best way to proceed
Key OperationalDriving Forces• Improving performance of existing activities• Integration to avoid duplication of tasks• Avoiding a business disadvantage
Requirements• High-quality solutions• Balancing risk/cost and benefits• Evaluation of options to identify the most effective
SupportDriving Forces• Improving productivity and efficiency of existing tasks• Legal requirements• Most cost-effective use of funds and resources
Requirements• Lowest cost, long-term solutions• Avoiding obsolescence• Cost/benefit analysis to reduce financial risk
Where does MTSS add valueWhere does MTSS add valueWhere does MTSS add valueWhere does MTSS add valueN
et B
enef
it
+ve
-ve
Lifetime of solution
Envision
PlanDeploy
Operate
Build
Reduce Costs and Risks
Reduce Time to Value
Increased Business Value
Lic
ence
C
omm
itmen
t
Business and IT Strategy Alignment
Enterprise Architecture and Planning
Risk Reductionand Benefits Realisation
What we will look at …What we will look at …
The typical challenges we see Australian The typical challenges we see Australian organisations facing today when building organisations facing today when building business cases for IT projects and there causes business cases for IT projects and there causes (why do good ideas die?)(why do good ideas die?)
Some of the more effective tactics IT Some of the more effective tactics IT departments within Australian firms are departments within Australian firms are adapting to address these challengesadapting to address these challenges
What Microsoft Australia is doing to assist our What Microsoft Australia is doing to assist our customers address these challengescustomers address these challenges
So how would you address these So how would you address these challenges? (Call to Action)challenges? (Call to Action)
Understand to what extent these issues occur Understand to what extent these issues occur within your organisation and acknowledge within your organisation and acknowledge them where they exist,them where they exist,
Regularly revisit how business value is Regularly revisit how business value is measured in all your business cases, (is it measured in all your business cases, (is it measured at all?)measured at all?)
Regularly review the process for creation of Regularly review the process for creation of business cases to ensure that it continues to business cases to ensure that it continues to add value to your IT Organisation,add value to your IT Organisation,
Questions?Questions? Milinda KotelaweleMilinda [email protected]@microsoft.com
Julian LockJulian [email protected]@microsoft.com
Questions?Questions? Milinda KotelaweleMilinda [email protected]@microsoft.com
Julian LockJulian [email protected]@microsoft.com
© 2003-2004 Microsoft Corporation. All rights reserved.This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.