2009

OU T S OU R C I N G C E N T E R | w w w. o u t s o u r c i n g - c e n t e r . c o m Ou t s o u r c i n g Ce n t e r 2 0 0 9 . Al l R i g h t s R e s e r v e d .
By Kathleen Goolsby
Building Your Business Case for Best-Practice IT
Services Delivery
Sponsored by Oracle On Demand
BUILDING YOUR BUSINESS CASE FOR BEST-PRACTICE IT SERVICES DELIVERY
w w w. o u t s o u r c i n g - c e n t e r . c o m
Ou t s o u r c i n g Ce n t e r 2 00 9 . Al l R i g h t s R e s e r v e d .
Introduction
Information technology (IT) service delivery is changing more than ever before. IT
organizations are under pressure to improve their companys performance and drive
continuous value from IT investments yet, at the same time, reduce operational costs.
This requires a two-pronged approach: becoming more efficient (delivering more with less)
and becoming more effective. Effectiveness can be measured in not only productivity gains
but also in such aspects as mitigating risks, minimizing business disruptions, ensuring
compliance, improving the end-user experience, and optimizing the IT environment to
deliver desired benefits to a companys lines of business.
The drive for best-practice delivery of IT services that is, achieving both efficiency and
effectiveness requires a multidisciplinary approach in the buying decisions criteria and in
building an accurate business case.
The business case for delivering best practices and delivering more with less needs to
demonstrate that the IT service delivery model will:
Prevent negative impacts to the lines of business
Provide positive impacts and value benefits to the lines of business
Achieve cost objectives
When companies compare the IT service delivery models of in-house services, traditional
outsourced services, or a software vendor-delivered outsourcing model (such as Oracle
On Demand), they usually base their decision on a total cost of ownership (TCO)
analysis.
A TCO analysis at the heart of a business case must be comprehensive. Smart
companies ensure the analysis includes the IT cost impacts as well as impacts to the lines
of business and does not overlook important, less obvious TCO components.
This white paper examines various TCO components and complexities, as well as hidden
costs, cost avoidance, and business impacts that companies can miss when building their
business case. The paper discusses aspects of building a business case in assessing the
total cost of ownership in delivering best practices through an in-house IT service delivery
model compared to the cost of an outsourced on-demand service delivery model.
2
This paper is sponsored by Oracle On Demand
Who Should Read This Paper?
CIOs and IT managers/directors
seeking:
Proven buying criteria for
best-practice IT service
delivery
How to justify to
management that the IT
investment will raise the
companys performance and
profitability
Business case components
that demonstrate IT service
delivery will optimize the
environment and drive
continuous value from the
investment
Information on IT delivery
best-practice thresholds and
what comprises more in
the effort to deliver more
with less
BUILDING YOUR BUSINESS CASE FOR BEST-PRACTICE IT SERVICES DELIVERY
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Ou t s o u r c i n g Ce n t e r 2 00 9 . Al l R i g h t s R e s e r v e d . 3
Best-Practice IT Service Delivery Components
The Hackett Group, a leading research and benchmarking firm, proved that firms that
follow best practices outperform their peers in getting more business value from
investment in IT.
1
As Exhibit 1 demonstrates, world-class performers are more likely to
build a business case for any IT project along multiple dimensions.
In addition, the Hackett Group looked at IT spending over several years. As Exhibit 2
demonstrates, for the first time, world-class performers (those that deliver the most
business value from IT) are actually spending less on IT per end user than their peers.
Hackett expects that this trend will continue to widen because world-class companies
are harvesting the benefits of historical investment in consolidation and IT complexity
reduction.
This paper is sponsored by Oracle On Demand
Assessment or projection
required in all or most business
cases
E X H I B I T 1
Source: 2008. The Hackett Group, Inc.
All rights reserved.
1 The Hackett Group, Inc. 2008 Book of Numbers Research Series: Delivering IT Performance Through IT Business Value
Management. (2008).
Risk assessment
Total Cost of Ownership (TCO) projections
Projections of intangible benefits
Assessment of alignment with enterprise
strategic objectives
Projections of non financial performance
improvement metrics
Option valuation
Projections of other traditional financial metrics
(e.g., Payback, NPV, IRR)
ROI projections
32%
62%
19%
19%
77%
62%
47%
77%
77%
19%
29%
38%
50%
58%
92%
92%
Peer Group
IT BVM Top Performers
BUILDING YOUR BUSINESS CASE FOR BEST-PRACTICE IT SERVICES DELIVERY
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Ou t s o u r c i n g Ce n t e r 2 00 9 . Al l R i g h t s R e s e r v e d .
Hacketts finding justifies the fact that whether an IT organization streamlines itself or
outsources the streamlining to another company, the valid comparison when evaluating
outsourcing is to look at the cost of making the improvements in house versus having an
outsourcer do it.
Best-practice IT service delivery ensures maximized services, provides advantages that
competitors seek to duplicate, and creates shareholder value.
Level of Services. Outsourcing Center evaluated responses of 256 outsourcing buyers
and providers in a study conducted jointly with Miami University in 2003. This study
revealed that outsourcing relationships where the customer selected the service delivery
model based on the lowest cost resulted in unsatisfactory services. The study found that
taking an approach based on cost of services did not result in delivering the highest
value in services.
Shareholder Value. In a panel discussion on measuring the value of IT investments, an
A. T. Kearney executive pointed out that the real value of IT comes from how it ultimately
helps create and drive a winning strategy, not just the tactics of driving down cost . He
further stated that growth is a far more powerful driver of shareholder value than cost
reduction.
3
The IT service delivery model is a critical aspect of value.
4
This paper is sponsored by Oracle On Demand
Comparison of world-class
performers and peers in IT
spend per end user
E X H I B I T 2
Source: 2008. The Hackett Group, Inc.
All rights reserved.
The problem with a focus on
cost of service is the inevitable
focus on minimization.
1
Peter Bendor-Samuel, CEO,
Everest Group, a business
advisory firm
When IT investments are meant
to facilitate growth and enable
business processes,
measurements need to focus
more on building value into
operations than on decreasing
costs.
2
A.T. Kearney
1 Bendor-Samuel, Peter. Raising the Bar. Outsourcing Journal. ( November, 1997).
2 The Road to Business Value: An Integrated Approach to IT Investment. (2009). www.atkearney.com.
3 Measuring the value of your IT investment, Chief Executive (U.S.). (November 1, 1998).
Peer Group
Power (Peer Group)
World-Class
Power (World-Class)
$10,000
$9,500
$9,000
$8,500
$8,000
$7,500
$7,000
$6,500
$6,000
$5,500
$5,000
2005 2006 2007 2008 2009 2010 2011 2012
BUILDING YOUR BUSINESS CASE FOR BEST-PRACTICE IT SERVICES DELIVERY
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Ou t s o u r c i n g Ce n t e r 2 00 9 . Al l R i g h t s R e s e r v e d . 5
According to Mercer Oliver Wyman, an international management consulting firm,
managers need transparency about IT initiatives and services so they can challenge the
business benefits of an IT service delivery model and the strategic role IT plays in creating
shareholder value.
1
Quantifying the Value of IT to the Business. Companies must balance their IT cost
impacts against the business impacts. The authors of The Business Value of IT: Managing
Risks, Optimizing Performance and Measuring Results, point out the importance of
identifying and assessing risks and of effectively measuring IT. In their book, they state
that the business case regarding IT decision-making for any new project (and thus also
for a service delivery model) should include IT costs but also quantification of the value
to the business in terms of tangible and intangible benefits.
2
Forward-thinking executives drive their decision-making with information about potential
overall business impact and risk, in addition to cost. Thus a TCO analysis for best-
practice IT service delivery models needs to include (a) direct and indirect IT cost impacts
and (b) the impacts on the lines of business.
Without significant experience in building robust business cases, companies easily
overlook important cost impacts associated with such factors as:
Cost avoidance
Normalization of service quality
Improved agility, flexibility
Risks
Innovation
Improved security
Cost associated with responding to deficiencies or discrepancies identified in an audit
Software upgrades every 18-36 months
In addition, they often overlook qualitative impacts to the lines of business, which are
more difficult to measure. While it is sometimes difficult to quantify value in terms of
dollars, identifying areas of business value/benefit is invaluable in justifying costs in a
business case.
Exhibit 3 provides an illustrative list of some of the different cost and value components
to consider in building a business case for IT service delivery options.
This paper is sponsored by Oracle On Demand
1 Rodrigues, Mark. Value and the IT Arms Race. Bank Technology News. (March 1, 2004).
2 Harris, Michael D., David Herron, Stasia Iwanicki. The Business Value of IT: Managing Risks, Optimizing Performance
and Measuring Results. Boca Raton, FL: Taylor & Francis Group, 2008.
BUILDING YOUR BUSINESS CASE FOR BEST-PRACTICE IT SERVICES DELIVERY
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Ou t s o u r c i n g Ce n t e r 2 00 9 . Al l R i g h t s R e s e r v e d .
Key Considerations in Building a Business Case
Building an effective business case for best-practice IT service delivery starts with
identifying the business needs/objectives and then moves to mapping the costs. Business
needs/situations might include, for example:
Publicly held companys mandate to achieve cost reduction
Requirement to deliver business agility
Improve capability to facilitate integration of mergers, acquisitions, divestitures
Existing IT resources cannot meet new business demands
Privately held company with IT group partnering with the business and wanting to
implement new software features that will provide benefits to the companys
customers
Need to move to a more efficient, more flexible architecture
Stalled software implementation, with the company lacking resources to hire or train
people with the necessary skills
6
This paper is sponsored by Oracle On Demand
Examples of cost and value
components to consider when
building a business case
E X H I B I T 3
4 Key Questions to Ask When
Considering IT Service Delivery
Models
1. How will the service delivery
model contribute business
value to our organization?
2. Will the service delivery model
support our business growth?
3. Is the service delivery model
flexible enough to quickly
accommodate unanticipated
changes to our business
needs?
4. What is our highest priority IT
initiative today and how will
the service delivery model
enhance achieving this
objective?
Hardware, software (asset replacement, upgrade,
maintenance)
Network, telephony
Energy consumption
Labor
Training
Administrative overhead
Impacts to IT Costs
Reduced operational risks
Increased business agility to quickly accommodate
escalating business demands
Always running the latest technology
Predictable operating costs
Working capital reduction
Accelerates business results
Productivity improvements
Reduced business impacts from downtime, including
costs associated with employees being unable to do
their jobs during service interruption events
Business transformation
Speed to market or ramp-up time to competency
(which drive increased customer satisfaction and
market share)
Improved customer service and increased revenues
from customer-facing systems
Lost opportunity because lacking IT enablement
Ability to innovate without disruptive operational
changes
Change management without compromising IT
performance
Reduced carbon footprint
Impacts to Lines of Business
Planning and managing application upgrades,
patches
Diverting IT staff from other duties to implement
upgrade
Attrition
Freed-up floor space
Cost avoidance of not having to upgrade
infrastructure
Cost avoidance of not having to hire additional IT
staff for implementation project and/or capability to
meet improved service levels required by the business
ILLUSTRATIVE; NOT COMPREHENSIVE LIST
Quantitative Qualitative; value/benefits difficult to measure
Direct Costs
Indirect Costs
Source: 2009. Outsourcing Center.
All Rights Reserved.
BUILDING YOUR BUSINESS CASE FOR BEST-PRACTICE IT SERVICES DELIVERY
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With business challenges in mind, mapping the IT and lines of business impacts should
include the following:
1. Impact of the quality of the function on business success
2. Effect of the cost (or cost avoidance) on the bottom line
3. How the risks impact costs and business success
4. How the level of a capability (or lack thereof) impacts the cost of another area
5. Incremental costs
Factors Involved in Ability to Execute. The following list of factors comprising the ability
to execute, for example, shows some often overlooked costs in achieving best-practice
service delivery. Among other factors such as environment size and user counts, overall
costs in the ability to execute are a function of:
Currency (What is the most current release?)
Complexity (What is the degree of customization? Costs increase with complexity)
Suitability
Supportability
Proficiency rating (good, average, poor, or trouble) in each ITIL service support and
delivery area, including:
Service support areas
Release management
Change management
Configuration management
Incident management
Problem management
Service delivery areas
Service level management
Availability management
Continuity management
Capacity management
Financial management
As already stated, a comprehensive, accurate business case must consider each cost
element in the context of how it impacts other areas. For example, lack of in-house
documentation hinders release management and content management; thus a
companys lack of documentation is a risk factor. Similarly, poor or good ratings in any
of the above-listed ability to execute areas affect other areas.
7
This paper is sponsored by Oracle On Demand
How does your company rate in
its ability to execute, according
to these factors?
An Oracle On Demand model
ranks excellent in each of
these factors.
These ability to execute factors
are either:
Direct costs of attaining best
practices in house
or
Cost avoidance in an Oracle
on Demand model
BUILDING YOUR BUSINESS CASE FOR BEST-PRACTICE IT SERVICES DELIVERY
w w w. o u t s o u r c i n g - c e n t e r . c o m
Ou t s o u r c i n g Ce n t e r 2 00 9 . Al l R i g h t s R e s e r v e d .
Assessing the Cost of Risks
Gaining a clear picture of the risks inherent in each delivery model is a critical
component in building a business case for best-practice service delivery. Risks either add
to the bottom-line costs, or the mitigation of risks reduces or avoids costs and creates
business value. Risk areas include:
Operational risks that would prevent the business from meeting its current or future
needs (e.g., bottlenecks in migrations/implementations, stability and uptime of
systems, disaster recovery)
Strategic risks that would hinder the companys ability to achieve its desired outcomes
(e.g., speed of implementation, inability to quickly expand scope for new business
needs)
Legal risks that would cause the company to be out of regulatory compliance and
possibly incur financial penalties (e.g., failure to adhere to Sarbanes-Oxley
requirements)
Exhibits 4 and 5 illustrate two areas of risk (software upgrades and regulatory
compliance audits) and compare some of the IT cost impacts and lines of business
impacts in two IT service delivery models.
8
This paper is sponsored by Oracle On Demand
Costs and business-impacts
value associated with software
upgrade in two IT service
delivery models
E X H I B I T 4
Costs and business-impacts
value associated with regulatory
compliance audit in two IT
service delivery models
E X H I B I T 5
Need to purchase another stack of hardware
on which to do the upgrade and have overlap
for a period of time
Need to increase IT staff hours, or acquire
additional contract labor, and conduct training
before implementing the upgrade
Necessity to conduct several rounds of testing
before deploying to production; business
disruption
Business Situation: Software Upgrade
In-house Practices
Oracle On Demand performs point release
upgrade
Low effort to enjoy new features and
functionalities
Oracle On Demand Best Practices
Business case components:
IT cost impacts
Business case components:
Cost avoidance; line of business impacts
Cost of perhaps $50,000-$100,000 to hire
external auditor firm to perform an IT general
controls review required for Sarbanes-Oxley
compliance
Level of effort to respond to deficiencies or
discrepancies identified by auditor
Acquire tools for audit trails
Business Situation: Cost of Surviving an Audit
In-house Practices
Includes SAS 70 type 2 audit for Sarbanes-Oxley
purposes; Oracle On Demand is inspected twice
annually and customers can use the audit findings
to support their own compliance initiatives
Oracle On Demand Best Practices
Business case components:
IT cost impacts
Business case components:
Cost avoidance; line of business impacts
Source: 2009. Outsourcing Center.
All Rights Reserved.
Source: 2009. Outsourcing Center.
All Rights Reserved.
BUILDING YOUR BUSINESS CASE FOR BEST-PRACTICE IT SERVICES DELIVERY
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In addition to Oracles best practices in the area of Sarbanes-Oxley compliance,
companies can realize value by adding Oracle PCI Compliance Services to protect
customer credit card data.
Best Practices in IT Service Delivery
Alternative IT delivery models available today (e.g., Software-as-a-Service [SaaS] and on-
demand services) present best practices, significant value, and dynamic competitive
advantage to businesses. Among the business-impact benefits are the following:
Flexibility from converting a capital expense to an ongoing operating expense
Quick time to service and scalability
Ability to take advantage of innovation without disrupting operations
Just-in-time procurement of assets and services
Increased business agility accelerates business results
IT-enabled business transformation
The following cases are examples of assessing the business-impact value of in-house
practices and IT costs with a best-practices Oracle On Demand solution.
Case #1: Cost Avoidance
The company needs to invest $400,000 to upgrade the power and cooling in its data
center. It has a mandate to cut operational costs and new capital investments. It will cost
$100,000 more per year to move to an on-demand service delivery model. By doing so,
it will avoid the cost of the capital investment in the data center and reap additional
value as well.
An important consideration in a business case that companies often overlook in their
TCO analysis is the cost tied to continued investments in IT for delivering a best-practices
level of in-house services.
Case #2: Increased Productivity
The companys in-house call center system experiences too much downtime. With just a
one percent increase in availability from moving to the on-demand model, the company
gains .08 hours of productivity per employee on the system (20 hours per 25-day year).
At a burdened rate of $50 per hour ($1,000 per employee) and 500 employees on the
system, the company realizes $500,000 per year in productivity improvement.
9
This paper is sponsored by Oracle On Demand
An accurate business case
includes the value of such
factors as:
Increased productivity
Increased revenue
Improved customer service
Cost tied to continued
investments in IT for delivering
a best-practices level of in-
house services
In their TCO analysis,
companies often overlook the
cost tied to continued
investments in IT for delivering a
best-practices level of in-house
services
BUILDING YOUR BUSINESS CASE FOR BEST-PRACTICE IT SERVICES DELIVERY
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Ou t s o u r c i n g Ce n t e r 2 00 9 . Al l R i g h t s R e s e r v e d .
Case #3: Increased Revenue
The company is losing business to competitors because its e-commerce site experiences
frequent unavailability. It gains a one percent increase in availability by moving to Oracle
On Demand, amounting to .16 hours on a 16-hour selling day for 350 days of online
store operations (or 56 more selling hours per year). With sales of $1,000 per hour, the
business impact of the on-demand solution is $56,000 more revenue per year.
Case #4: Improved Customer Service
The companys move to Oracle On Demand reduces the cycle time in its customer
service transactions. With transactions at a rate that is 10 percent faster than the prior in-
house service delivery, the company saves its customers one hour of time for every 10
hours that they require service.
Case #5: Improved Alignment and Focus
The company used Oracle applications in its locations worldwide but has more than a
dozen different versions of the applications due to mergers/acquisitions, geographic
locations, etc. By shifting to the Oracle On Demand model, the company was able to
consolidate to a single instance of Oracle and also achieve faster roll-out of IT for new
business units in various countries as well as lower cost. By centralizing its IT to the on-
demand service delivery model, it increased its ability to win in a very competitive
marketplace.
Best-practice services do not stand still. Another important consideration in best-practice
service delivery is the on-demand models more modular approach to service, ensuring
the customer will have the technology and level of support it needs when they are
needed. From the perspective of both the IT costs impact and the impacts to the lines of
business, this aspect stands in stark contrast to in-house service delivery as well as
services from a traditional outsourcing provider.
While both models deliver initial cost-reduction and process improvement benefits, one
model has constraints with serious ramifications to the ability to execute.
The cost and value proposition of the in-house and traditional outsourcing service
provider models depends on keeping the service stable. As long as the company can
keep the service basically standing still and not evolving, the direct IT cost impacts may,
indeed, be lower than an on-demand solution. However, if a company wants a change
or modification because of new business challenges, it will not only incur the cost of the
change but also the IT cost impacts of deferred maintenance, adding additional risk,
10
This paper is sponsored by Oracle On Demand
Market perceptions about on-
demand services are misleading
Myth: There is an expectation in
the marketplace that on
demand solutions aim to
provide lower cost, limited
functionality, and low levels of
service.
Reality: A solution such as
Oracle On Demand is a
premium service with an
objective of providing greater
value for a lower cost.
BUILDING YOUR BUSINESS CASE FOR BEST-PRACTICE IT SERVICES DELIVERY
w w w. o u t s o u r c i n g - c e n t e r . c o m
Ou t s o u r c i n g Ce n t e r 2 00 9 . Al l R i g h t s R e s e r v e d .
time, and expense with both the in-house and the traditional outsourced delivery models.
In the long run, these service delivery model scan rack up higher IT cost impacts than an
on-demand solution.
It is difficult to put a dollar value on such invaluable benefits; yet they are an integral part
of a business case for an IT service delivery model. Exhibit 6 displays other aspects of
evaluating the cost and value components in delivering best-practice IT services.
Such business impacts listed in Exhibit 6 are difficult to quantify in costs but are a
significant component of business value and thus are a critical aspect of conducting a
comprehensive TCO analysis as the basis for an accurate business case for best-practice
IT service delivery models.
11
This paper is sponsored by Oracle On Demand
Examples of business impacts
compared within two service
delivery models
E X H I B I T 6
Business agility limited by human and capital
resource constraints
Constraints in capability to evolve quickly and cost-
effectively with evolving business needs
Lack of resources to quickly ramp up new services or
increase time to market; disruptions to business
operations for implementation and testing
Varying levels of capabilities, from poor to good, in
ITIL-based performance criteria
Not adopting new software functionalities or versions
because of the need to train staff and incur
additional costs
Resource constraints can result in cutting corners or
not meeting a business need when changes are
called for
Resource constraints create risks of bottlenecks and
installation stalls in migrations, implementations
upgrades
Employees inability to do their jobs, and customers
dissatisfaction when systems are not available
Reactive approach to service delivery
Examples of Business Impacts and Capability of Delivering Best Practices
In-house Service Delivery Model
Increased business agility accelerates business results
Ensures alignment of capabilities and business
needs, at the time they are needed
Ensures scalability, quick ramp-up time, speed to
market and capabilities; ability to keep pace with
escalating needs with only minimal disruption to
business for quick testing
Excellence in ITIL-based performance criteria
Maximum value and impact from new features and
functionalities of software
Stability of operations; cost predictability
Critical software patches delivered as soon as
available; non-critical patches and upgrades
delivered per periodic maintenance
Increased productivity and revenue opportunity as
well as increased customer satisfaction due to
increased system availability
Faster problem resolution due to immediate
understanding of whether the root cause impacts all
on-demand customers or is specific to one customer
Proactive approach to service delivery, including
ensuring customers environments are in top
condition all the time so they will be less susceptible
to issues
Oracle On Demand Delivery Model
Source: 2009. Outsourcing Center.
All Rights Reserved.
BUILDING YOUR BUSINESS CASE FOR BEST-PRACTICE IT SERVICES DELIVERY
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Conclusion
This paper has presented aspects of building a business case in assessing the total cost of
ownership of delivering best practices through an in-house IT service delivery model
compared to the cost of an on-demand service delivery model.
Companies frequently overlook some important components of a TCO analysis
especially the qualitative impacts to the lines of business, which are more difficult to
quantify.
As pointed out in this paper, studies show that a comprehensive TCO analysis for a
business case looks at the IT cost impacts alongside the impacts to the lines of business.
A business case needs to justify the total value of a solution. Doing so will ensure that the
selected IT service delivery model will achieve the companys objectives of:
Reducing operational costs while, at the same time, becoming more efficient and
more effective
Driving continuous value from IT investments
12
This paper is sponsored by Oracle On Demand
For more information about analyzing IT cost impacts and the value from impacts to
lines of business, or for more information about Oracle On Demand, contact our
Business Development team at 1-800-633-0738. Oracle On Demand has a robust
methodology and tools that assist companies in capturing and calculating all
components of TCO in building a comprehensive business case.
Oracle On Demand includes all Oracle solutions:
Applications Unlimited
Oracle-Acquired Applications
Industry Applications
Deep Application Integration
Fast Path to Fusion applications and SOA
BUILDING YOUR BUSINESS CASE FOR BEST-PRACTICE IT SERVICES DELIVERY
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About Oracle
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systems and information with reliable, secure, and integrated technologies.
Today, Oracle is the largest business software company in the world, with more than
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