MBA/MIS - 513 Class #3 September 2, 2008 IT Business Value Financial Justification 1.
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Transcript of MBA/MIS - 513 Class #3 September 2, 2008 IT Business Value Financial Justification 1.
![Page 1: MBA/MIS - 513 Class #3 September 2, 2008 IT Business Value Financial Justification 1.](https://reader030.fdocuments.in/reader030/viewer/2022032600/56649dc75503460f94abc696/html5/thumbnails/1.jpg)
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MBA/MIS - 513
Class #3
September 2, 2008
IT Business Value
Financial Justification
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Tonight’s Agenda
Brief Presentation on International Experience – Thom Porter
Finish up Chapter 2 of Book A
ROI Homework Q&A
Book B – Chapters 1 and 3
Information Technology Business Value
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Book BMeasuring the Business Value of
Information Technology
Information Technology Business Value (ITBV)
Chapter 1
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Overall GoalsMove the IT department / process from a ‘cost center’ to a strategic partner to achieve overall goals
Prove ‘business value’
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What to measure?
Direct contribution to market position or revenues
Deliverables that support solving customer business needs and challenges
Direct cost savings
Technology investment that advance the industry
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Standards in Measurement
Standard metrics developed
Common valuation techniques with other corporate projects
Business value portfolio with values determined by business unit managers
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Grow your IT Success Framework
Balance the budget needs while moving towards a ‘profit center’
What are the roles for the Bus Mgr versus the IT professional?
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Chapter 1 Summary
What are the implications for the Business Unit Manager pertaining to IT?
What are the implications for IT Professionals pertaining to assisting the business?
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Chapter 2 (Book B) Methods to determine
Business Value
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Establish metrics and then monitor
Notice these are not IT Metrics
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Suggested metrics should be corporate goals
Hospital (from text)
Utilization of beds
# of people for specific lab
Discharges by noon
Diversions
Patient Satisfaction
Staff Satisfaction
Doctor Satisfaction
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UNCW Metrics?
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Others?
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Once you have metricswhat do you do?
(as it pertains IT?)
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Replacing Human Capital with IT Capital
BV Dial DefinitionHeadcount Growth
Solutions that enable reduction in human resources or absorb business growth without growing headcount. The company can either move employees to areas of greater return (with job-search time and support provided for eligible employees) or put teams on new projects.
Sample Calculation: (Number of headcount reduced or avoided) × (Average burden rate for region and job type)
Employee Turnover
Solutions that reduce undesired employee turnover. Significant cost savings are realized when hiring, training, and interviewing are avoided.
Sample Calculation: (35% of annual burden rate and region and job type) × (number of headcount turnover avoided)
Employee Productivity
Gains in headcount efficiencies or effectiveness. Headcount is expected to produce more through these gains due to the additional time-based efficiencies.
Sample Calculation: (Number of employees affected) × (time) × (average burden rate) × (50%)
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Productivity (Potential Gains)
Removal of an activity a user performs
Reduction in the time to complete an item
Reduction in user errors
Reduction in time to train new users
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Other ‘quantifiable’ items(suggestions, can you use for your project?)
Reduce ExpensesMaterial Discounts
Scrap Reduction
Hardware / Software Avoidance vs. System End of Life Considerations
Factory Uptime
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Other ‘quantifiable’ items(suggestions, can you use for your project?)
Reduce Expenses / Working CapitalDays of Inventory
Days of Receivables
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Other ‘quantifiable’ items(suggestions, can you use for your project?)
Increase RevenuesReduce time to market
Open a new market
Cross Selling
Vendor of Choice
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Steps for IT project justification