IBM Systems Magazine, LANSA Review- May 2014 - LR10

Bloggers Corner

How to justify IT projects
to your CFO
This article is based on a series of 3 blog articles titled "How to justify Application
Modernization to your CFO". Very similar cost/benefit justification principles apply to
other IT projects, such as supporting users with mobile technology, extending your
system to the Web, process automation, and so on. But you could of course argue
these are all variations of modernization projects, so the original blog title covers it all.
Step 1. Find the Right Initiative

Become proactive and set up regular
brainstorming meetings with business users.
Brainstorm from several perspectives. Focus on
inputs and outputs rather than how things are
done today. Ask 'What if' questions and picture
yourself there. How would operations look?
Would you drive more revenue? Reduce costs?
Be more responsive?

Step 2. Start Planting Seeds Early
No CFO will approve a significant project
the first time they hear of it, or if it comes from
only one source. Gain preliminary support from
business users and be ready to make some
reasonable adjustments in that process. Inform
the CFO of your initiative, what you have done
so far, that it looks promising but requires more
work. Offer a milestone date by which you
expect to be able to present it.

Step 3. Do Homework to Justify a
Project Scope
Interview business users to gain support for
the vision and to garner willingness to assist in

subsequent project stages. You want to be able
to show the CFO that Bill in Manufacturing
and Jill in Marketing support the project. Build a
preliminary business case, but keep it simple and
back it up with figures.

Step 4. Gain CFO Support for a
Deeper Project Scope
With the sponsor(s), co-present the business
vision and business case. Size the project's
estimated effort/costs and benefits. Explain
work done to date, what is still needed, identify
the project scope and lists its deliverables. End
by highlighting the desirable future-state and
how it supports the organization's mission. Ask
for the green light to proceed with the study
and book the first executive update meeting.

Step 5. Conducting a Project Scope
To summarize very briefly, the output from
this step includes: Business vision statement,
Non-functional & functional requirements,
Design (which may include a data model, User
interface, workflow, and more), Report of
project risks and how they will be addressed,

Steve Collins
LANSA North America

Prototypes to address identified risk areas and
draw out early feedback, Project plan with all
known tasks, resources and dependencies. and
the Project management methodology to be
used. Step 5 is a blog article by itself.

Step 6. ROI Calculations
Return on Investment, or ROI, is the ratio of
money gained or lost on an investment relative
to the amount invested. There are various
formulas to calculate the returns. The one
below is practical and realistic for most projects.

Predict Measurable Impacts
Although the Project Scope forced a deep
dive into the requirements, design and planning,
don't forget it's really all about creating business
value! Here you list all the business impacts
that you expect your project to deliver. Make
them measurable where possible, ideally as
dollar figures.
The numbers should come from business
users and they should be realistic and complete.
For example, the introduction of new sales
channels may attract new customers, but may
also reduce revenue from traditional orders.
LANSA case studies are full of measurable
impacts. For example, Kawasaki's project to
introduce mobile apps for its assembly staff (see
page 4) started with a ROI analysis. Kawasaki
calculated that it used 4,500 kanban cards per
day and that each card is handled by 8 to 10
people, for about 10 seconds. Based on average
wages being $30 per hour, Kawasaki estimated
it would save $3,000 per day, or $747,000 per
year in labor costs directly related to staff using
mobile apps for eKanban instead of handling the
physical kanban cards.

Calculate Gains in Present Value
Gains resulting from a project implementation
are expected to be realized in future months
and years. However, capital costs for the project
itself will be spent far sooner. To answer your
CFO's question 'What is it worth today?', you
might want to express numbers in Present
Value (PV).
To calculate PV, you need to set a discount
or interest rate (a.k.a rate of return). For

Return on Investment, or ROI, is the ratio of money gained or lost on an investment relative to
the amount invested.
10

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IBM Systems Magazine, LANSA Review- May 2014

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