IBM Systems Magazine, LANSA Review- May 2014 - LR11

argument's sake, let's assume 5%.The formula to
take compounded interest into account would
then be PV = FV/1.05n, where "FV" is Future
Value and "n" is the number of years into the
future So 2015, being two years into future
PV=FV/1.052 and so on. This will reduce your
predicted gains, as gains achieved in the future
are worth less than gains achieved today.

Calculate Expected Risks
Just as your predicted gains are based on
expected values, you need to calculate the
expected negative impacts for each risk as
identified in your Project Scope. Putting aside
that you plan to bring risks forward through
prototyping and model offices, let's keep things
simple. For each identified risk, you need to
approximate:
* The % likelihood of the risk being realized
* The cost to the business should the risk be
realized.
Then, you multiply them to get the expected
loss for that risk factor. For example, if the
risk of users rejecting the system during initial
training is estimated to be 20% and the cost of
system modifications and additional training is
estimated to be $250,000, then the expected
value of that risk is $50,000.
If the risk of downtime in the first quarter is
estimated to be 15% and the estimated costs
$450,000, then the expected value of that
risk would be $67,500. You may have several
downtime calculations, as the risk might be
higher at the beginning, but possibly with a
lower associated cost if the company can revert
to its old system. Downtime costs then need to
be annualized.
Although we could predict risks for five years,
for simplicity, let's assume for this exercise the
expected value of all the risks is $1,144,500 and
that the risks are not applicable after year one.

Expected Gain > Expected Cost?
As part of the Project Scope, the Project Plan
should list all the project costs, such as costs for
analysis, design, construction, testing, training,
implementation, and ongoing maintenance
& operational costs. Let's assume the total
project cost is $1,500,000 and the ongoing
maintenance/operational costs is $100,000 per
year, starting in year two, adjusted for PV.
After all your hard work, this step should be
simple, and hopefully satisfying:
ROI = PV of Expected Gain - PV of Expected
Cost - PV of Expected Value of Risk
So, in the simplified example of this exercise,
ROI = $10,169,037 - $1,854,595 - $1,144,500.
That is, the expected ROI of the modernized
system in Present Value is $7,169,942. Any
expected ROI above zero is worth the
consideration of your CFO, but this one should
be a no-brainer.

2013

2015

2016

Mobile apps instead
of paper

$800,000

$800,000

$800,000

$800,000

$800,000 Reduced labor

Better accuracy

$450,000

$450,000

$450,000

$450,000

$450,000

Less time spent on
correcting errors

Faster training

$200,000

$200,000

$200,000

$200,000

$200,000

Intuitive, no formal
training or travel

Easier recruiting

Better Workflow

2014

2017

$200,000

$200,000

$200,000

$200,000

$200,000

Different skill set and
younger recruits

Revenue new Web
B2B & B2C orders

$800,000

$960,000

$1,152,000

$1,382,400

$1,658,880

New Web channel, slow
at first, 20% grow

Revenue traditional
orders

-$400,000

-$480,000

-$576,000

-$691,200

-$829,440

Gradual move to lower
cost Web channels

Human Resources

Sales

Expected gain
Expected Gain

$2,052,013 $2,132,014 $2,228,015 $2,343,216 $2,481,457

Rationale

Total

Present Value, at 5%
annual interest

$2,052,013

$2,030,490

$2,020,875

$2,024,158

$2,041,501

$10,169,037

Expected Costs

Proj. cost incl
maintenance

$1,500,000

$95,238

$90,703

$86,384

$82,270

$1,854,595

Value of risks

Expected Value
all risks

$1,144,500

$0

$0

$0

$0

$1,144,500

ROI

Return on Investment

-$592,487 $1,935,251 $1,930,172 $1,937,774 $1,959,231

$7,169,942

Any expected ROI above zero is worth the consideration of your CFO, but this one should be a
no-brainer.
Monitor Actual ROI, Compare
As a LANSA Professional Services
Consultant, I like to stand up in the Project
Scope presentation meetings and tell the
executive team that they must hold me and
themselves accountable to meet again 12
months after go-live to measure the actual ROI.
Most organization's executives seem surprised
how quickly time goes by when I call a year later
to schedule that follow up meeting.
Measuring the actual ROI and comparing it
to the predictions will bolster your credibility
and help your cause the next time you want
money for a project. So, track all the actual
project costs, related changes in revenue,
related changes in operational costs, risk factors
and related losses suffered.
Survey the system users, their managers and
other stakeholders for their general impressions
of the project, the new/modernized system,
how it has impacted their roles and how they
believe it has impacted their business. Ideally,
run the survey twice, maybe five months after
go-live, and again at 10 months. Use different
but equivalent question sets, and consider
keeping the first survey anonymous to coax
out the truth from those that may feel a conflict
of interest.
I like to build the skeleton presentation
before any of the business impacts can even
be measured, and show it to managers and key
users. I include their names in the presentation
to highlight the fact that they will be highly
visible to the executives, and that their role
matters. Then I show the skeleton presentation
to the CFO to get feedback on what I plan to
measure and report on:
* Original vision and key business objectives
* Status update - what was achieved, when

www.LANSA .com/Su bscribe

*   mpact Assessment - business benefits 
I
realized, losses suffered, survey results, ROI
achieved
* Call to action - what changes are
recommended, how the executive team can
assist, and so on.
Ideally, your presentation will include charts.
Also collect user quotes, including quotes for
benefits that cannot be easily quantified. Make
sure to include the name and job title of the
person who provided the quote For example:
* "Customer Service has much improved due
to easy accessibility to client data."
* "Having complete visibility of how
documents progress through the system
helps us to spot the bottlenecks and manage
the process with precision."
Of course, after legs grow weary of standing
ovations and all backs have been thoroughly
patted, it might be an opportune time to let the
audience know that you have more cool new
initiatives in mind!
Having been through this entire process
more than once, I can tell you that there's
nothing more rewarding for a solution provider
than presenting arm in arm with IT and business
users, following through on our commitment
to the executives, and especially to the allimportant CFO.
On-Demand Webinar
"How to justify a Modernization Project
using ROI" http://bit.ly/Justify-to-CFO-Webinar
Blog Articles
http://blog.lansa.com/tag/cost-justification
Step 1- 4 episode 1
Step 5 episode 2
Step 6 episode 3

11


http://www.bit.ly/Justify-to-CFO-Webinar http://blog.lansa.com/tag/cost-justification http://www.LANSA.com/Subscribe

IBM Systems Magazine, LANSA Review- May 2014

Table of Contents for the Digital Edition of IBM Systems Magazine, LANSA Review- May 2014

IBM Systems Magazine, LANSA Review- May 2014 - LR1
IBM Systems Magazine, LANSA Review- May 2014 - LR2
IBM Systems Magazine, LANSA Review- May 2014 - LR3
IBM Systems Magazine, LANSA Review- May 2014 - LR4
IBM Systems Magazine, LANSA Review- May 2014 - LR5
IBM Systems Magazine, LANSA Review- May 2014 - LR6
IBM Systems Magazine, LANSA Review- May 2014 - LR7
IBM Systems Magazine, LANSA Review- May 2014 - LR8
IBM Systems Magazine, LANSA Review- May 2014 - LR9
IBM Systems Magazine, LANSA Review- May 2014 - LR10
IBM Systems Magazine, LANSA Review- May 2014 - LR11
IBM Systems Magazine, LANSA Review- May 2014 - LR12
IBM Systems Magazine, LANSA Review- May 2014 - LR13
IBM Systems Magazine, LANSA Review- May 2014 - LR14
IBM Systems Magazine, LANSA Review- May 2014 - LR15
IBM Systems Magazine, LANSA Review- May 2014 - LR16
IBM Systems Magazine, LANSA Review- May 2014 - LR17
IBM Systems Magazine, LANSA Review- May 2014 - LR18
IBM Systems Magazine, LANSA Review- May 2014 - LR19
IBM Systems Magazine, LANSA Review- May 2014 - LR20
IBM Systems Magazine, LANSA Review- May 2014 - LR21
IBM Systems Magazine, LANSA Review- May 2014 - LR22
IBM Systems Magazine, LANSA Review- May 2014 - LR23
IBM Systems Magazine, LANSA Review- May 2014 - LR24
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