Business Intelligence ROI Calculator - Preview

TDWI Business Intelligence ROI Cal
This BI Business Value workbook helps organizations assess/estimate the costs and benefits (ROI) of business inte
This Excel tool is an advanced/comprehensive business value model (Business Intelligence ROI calculator) to support planni
business cases for enterprise-scale business intelligence projects. It provides a robust structure to help organizations assess
benefits, and ROI) of BI initiatives. It also helps to assess the organizations current (as-is) and expected (to-be) maturity leve
Model.
This workbook can be used as a standard corporate business case template for BI initiatives. It can also be used by consulta
articulate the business value of their BI products and solutions.
This tool was developed by Hall Consulting & Research LLC (hallcr.com) and TDWI (The Data Warehouse Institute) www.tdw
On This Worksheet
Workbook Table of Contents
Key Features
Model Components / Flowchart
Instructions
Disclaimer
Terms of Use / End-User License Agreement (EULA)
Support
Workbook Table of Contents

Worksheet
Name
Title
Profile
Organizational Profile
Initiatives
Capability Assessment and Initiative

Selection
Maturity
TDWI BI Maturity Assessment
Costs - Labor Implementation Costs - Labor

Costs - HwSw
Implementation Costs - Hardware &

Software
IT Labor
BI-Related IT Labor TCO and Labor

Savings
Productivity
User Productivity Benefits
Revenue
Revenue Increase Enabled by the Solution
TDWI Business Intelligence ROI Calculator
User Guide Worksheet
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Direct Savings Direct Cost Savings
KPIs
Key Performance Indicator Assessment

(Optional)
ROI
Results Report
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Key Features
Comprehensive BI capability/maturity assessment

Supports most types of enterprise-scale BI initiatives. Includes sample cost and benefit data for common BI initiatives.
o Enhance/deploy a variety of types of BI applications
o Incorporate (or integrate with) various new source systems
o Build/enhance most aspects of the data warehouse platform
o Build/enhance most aspects of the BI platform
Comprehensive assessment of BI initiative costs and benefits
o Costs: hardware; software; IT labor, training, and services; and user labor and training
o Benefits: IT labor TCO savings, user productivity benefits, revenue growth, and non-financial key performance indicator
Comprehensive financial analysis. Calculates project cash flow, cost-benefit analysis, ROI, NPV, IRR, and payback period
Supports rapid (30 minute) or detailed (5+ day) assessments. This model was designed to provide either a rapid assessmen
organizational profile, maturity, and desired initiative information) or a very detailed (5+ day) assessment by modifying hundre
Protected, yet customizable: Essentially all values can be modified. Many custom cost and benefit items can be added. Fo
model that should not be modified are protected (locked) to maintain integrity. HCR can provide additional fee-based custom
Based on industry-standard calculations and industry-leading methodologies. It is as transparent as possible so the user is
and benefits are calculated.
Provides default values. Default values (labor costs, user type mix, financial information, etc.) are provided based on your o
organization size and initiative type to enable more rapid assessments. Data/estimate sources are listed. You may overwrite
defaults. Sample cost and benefit data is also provided throughout the model based on profile data and initiatives selected.
Benefits linked to enabling initiatives. The model lists key user-selected initiatives that enable each benefit type.
User-friendly. The workbook contains instructions, descriptions, and references. Results are updated real-time and are disp
model. Some versions include macros to restore default values. Although the model is user-friendly, we recommend users h
advanced understanding of business value concepts to develop a credible business case.
See Terms of Use.
NOTE: Sample cost and benefit data should not be used for making investment decisions. Sample data is not meant to repr
results and is not based on research. It should only be used as a starting place for assessing the business value of your initia
benefits will differ substantially from one organization to another.
Model Components / Flowchart

The chart below graphically presents the components of the model.
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Model Methodology
This model assesses the costs and benefits of enhancing (investing in) the organization's business intelligence (BI) capabilitie
organizations BI maturity levels and capabilities. The model is adapted from TDWIs BI Maturity model and research from a v
subject matter experts.
The user selects the extent to which the organization expects to invest into implementing a variety of BI initiatives.
The model simulates "To-Be" capability adoption based on initiatives selected by the model user. The model estimates costs
capabilities/solutions, including hardware, software, IT labor, and user labor. It then simulates benefits (user productivity, IT la
growth) enabled by the solutions selected. The model also simulates improvements to KPIs (Key Performance Indicators) en
The formulas to calculate default costs and benefits are based on a variety of rules of thumb, research, customer experienc
experts. The model lists the user-selected initiatives that enable each benefit.
The model also assesses the organizations current (as-is) and simulated (to-be) maturity levels, based on TDWIs BI Maturit
that there is a strong correlation between maturity/capability levels and business performance: business performance tends
invests into advancing maturity levels.
The results (including cash flow, ROI, NPV, and payback period) are included in the "ROI" worksheet.
The model provides a robust structure to assist the organization in assessing the costs and benefits of investing in BI initiative
accurately/credibly estimate costs/benefits without significant user review, validation, and adjustment of many data inputs. Th
customized to each particular organization and set of initiatives. Results will differ significantly from one organization to anoth
About TDWI's BI Maturity Model
TDWIs BI Maturity Model consists of five stages: Infant, Child, Teenager, Adult, and Sage. There are also two major obstacle
the Infant and Child stages, and the Chasm, which occurs between the Teenager and Adult stages. As organizations progress
greater business value from their BI investments and achieve greater consistency in the way they define shared terms and m
TDWIs BI Maturity Model are illustrated below.
The model contains eight categories that represent dimensions of TDWIs BI Maturity Model. The eight categories are:
1. Scope. To what extent does the BI/DW program support all parts of the organization and all potential users?
2. Sponsorship. To what degree are BI/DW sponsors engaged and committed to the program?
3. Funding. How successful is the BI/DW team in securing funding to meet business requirements?
4. Value. How effectively does the BI/DW solution meet business needs and expectations?
5. Architecture. How advanced is the BI/DW architecture, and to what degree do groups adhere to architectural standards?
6. Data. To what degree does the data provided by the BI/DW environment meet business requirements?
7. Development. How effective is the BI/DW teams approach to managing projects and developing solutions?
8. Delivery. How aligned are reporting/analysis capabilities with user requirements and what is the extent of usage?
The chart below provides a quick synopsis of the levels of maturity for each dimension in the model. The value statements in
delivery and value, are additive, not exclusive, as an organization moves from stage to stage.
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Instructions
1. Read the "Terms of Use" and "Disclaimer".

2. Before making any changes to the workbook, save the workbook under a different name. This will preserve the original de
may return to them at a later time. Clicking the blue "Restore Defaults" icons will return inputs to their original values (only fo
Defaults macros).
3. Navigate the workbook using the worksheet tabs at the bottom. Start with the "Profile" tab. This worksheet contains the m
drivers. You will also see a summary view of the costs and benefits of the scenario modeled. Enter/edit data in the "input" (li
double outline. Edit (overwrite) the default values to customize results for your particular organization/initiative.
4. Review the ROI worksheet to pre-view the costs and benefits.
5. Select initiatives (Initiatives worksheet) to be simulated. Complete the Maturity Assessment (Maturity worksheet).
6. Review the detailed default metrics and calculations in the "Costs" (red tab) and Benefit (green tabs) worksheets. Although
completing the Costs worksheet first to more clearly define the initiative.
7. The "Financial Analysis" report (or any other worksheet) can be printed or saved as PDF/XPS. Portions of the model may
Special As Picture) into a more comprehensive business case-type report.
8. Additional instructions are provided in the model
9. If fee-based consultative guidance and/or customizations are desired, contact HCR.
Disclaimer
Results should be considered estimates only. It is intended to help guide customers in better understanding approximate cos
scenarios. Due to limitations of simulation tools, actual results may differ significantly. Deployment/investment decisions sho
this tool alone -- it is not intended to be a substitute for professional advice.
This information is provided to you as a tool as is with the understanding that there are no representations or warranties of a
TDWI, HCR, and suppliers/vendors disclaim all warranties including, but not limited to, implied warranties of merchantability
TDWI, HCR, and suppliers do not warrant or make any representations regarding the use, validity, accuracy or reliability of th
the tool. In no event shall TDWI, HCR or suppliers be liable for any damages, including those arising as a result of TDWI, HC
whether those damages are direct, consequential, incidental, or special, flowing from your use of or inability to use the tool, o
or results of the tool's use, even if TDWI, HCR, or suppliers has been advised of the possibility of such damages.
Terms of Use / End-User License Agreement (EULA)
By using the software/document, you accept these terms. If you do not accept them, do not use the software.
1. This is a free Preview: You may use, copy, redistribute, display, print, and reproduce this software/document.
2. You may NOT sell, rent, lease, or lend this software/document or portions/derivations of it.
3. You may NOT create derivative works from or "reverse-engineer" this software/document.
4. You may only modify portions of the software/document designated as "Input" cells (light yellow cells with double-outline an
5. You may NOT attempt to modify any Protected/Locked portions of this software/document.
6. You must maintain all copyright and other notices contained in this software/document.
7. You may incorporate only static (e.g. values, graphics) portions of this software/document within other documents (e.g. a b
the dynamic (e.g. equations, macros) functionality of the workbook is not also incorporated or duplicated.
Support
TDWI/HCR does not provide free support for this model. However, we do welcome any comments, suggestions, and feedba
HCR can provide fee-based services, including telephonic support, workbook customizations, and comprehensive consulting
business case development and validation.
For More Information

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Model purchase: TDWI: 1201 Monster Road SW, Suite 250, Renton, WA 98057; T 425.277.9126, F 425.687.2842; E info@t
Fee-based business value advisory consulting services and model customizations: Hall Consulting & Research (HCR), mode
344-5103; hallcr.com
Copyright, 2008, Hall Consulting & Research LLC and TDWI, All Rights Reserved. hallcr.com and www.tdwi.org
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ntelligence ROI Calculator
ssess/estimate the costs and benefits (ROI) of business intelligence initiatives.

e model (Business Intelligence ROI calculator) to support planning and the development of
jects. It provides a robust structure to help organizations assess the business value (costs,
e organizations current (as-is) and expected (to-be) maturity levels using TDWIs BI Maturity
s case template for BI initiatives. It can also be used by consultants and technology vendors to
ns.
(hallcr.com) and TDWI (The Data Warehouse Institute) www.tdwi.org.
Description
Collects information about: organization size, location, and industry; end user types; and labor
costs. The user enters summary-level BI capability adoption levels and initiatives to improve
adoption of capabilities. This information is used to estimate default values for all costs and
benefits throughout the rest of the model. It displays a summary of costs, benefits, and
maturity levels of the scenario modeled.
Detailed assessment of current (as-is) BI capability adoption levels. The user also enters
desired to-be capability levels (selection of initiatives). All costs and benefit estimates are
based on the scope/scale of the initiatives selected here.
Assesses "as-is" and "to-be" maturity levels. "To-be" maturity levels are based on
scope/scale of the initiatives selected. Lists key user-selected initiatives enbling the
improvement to the "to-be" levels.
Estimates all labor costs (direct and indirect) needed to implement, fully adopt, maintain, and
support the solution. Includes: IT labor, user labor, one-time and annual on-going costs.
Estimates all hardware and software costs (including one-time and annual on-going costs)
needed to support the selected initiatives.
Assesses BI-related IT labor FTEs (full-time equivalents) and TCO (Total Cost of Ownership).
Estimates how/how much the selected solution will reduce IT labor FTEs/TCO. Lists userselected initiatives that enable the improvements (benefits).
Estimates user time/labor savings enabled by the solution. First estimates the amount of time
users spend conducting common business activities then estimates how much the solution is
expected to increase the efficiency of conducting key activities. The time savings is
discounted using a "Productivity Conversion Factor", then converted into $ value. Lists userselected initiatives that enable the improvements (benefits).
Estimates how and how much the solution is expected to increase revenue. The benefit is
the profit on the incremental revenue. Lists user-selected initiatives that enable the
improvements (benefits).
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Estimates non-labor direct IT and business benefits enabled by the solution. Lists userselected initiatives that enable the improvements (benefits).
Assessment of how the solution may impact a variety of business KPIs. In this model, these
KPI changes are not converted into financial benefits. Lists user-selected initiatives that
enable the improvements (benefits).
Summary of costs & benefits by type; Cash flow analysis; calculation of ROI, payback period,
NPV, and IRR; and graphs
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des sample cost and benefit data for common BI initiatives.
ms
form
its
es; and user labor and training
its, revenue growth, and non-financial key performance indicators
low, cost-benefit analysis, ROI, NPV, IRR, and payback period
ts. This model was designed to provide either a rapid assessment (by just entering/selecting basic
ion) or a very detailed (5+ day) assessment by modifying hundreds of detailed inputs.
modified. Many custom cost and benefit items can be added. Formulas and other areas of the
maintain integrity. HCR can provide additional fee-based customization, if desired.
ng methodologies. It is as transparent as possible so the user is able to understand how the costs
ype mix, financial information, etc.) are provided based on your organizations industry, geography,
essments. Data/estimate sources are listed. You may overwrite any of the pre-populated
ughout the model based on profile data and initiatives selected.
ser-selected initiatives that enable each benefit type.
ons, and references. Results are updated real-time and are displayed graphically throughout the
ues. Although the model is user-friendly, we recommend users have at least a moderatelylop a credible business case.
making investment decisions. Sample data is not meant to represent average/typical project
as a starting place for assessing the business value of your initiatives(s). Initiative costs and
her.
model.
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vesting in) the organization's business intelligence (BI) capabilities. The model assesses the
is adapted from TDWIs BI Maturity model and research from a variety of industry analysts and
s to invest into implementing a variety of BI initiatives.

itiatives selected by the model user. The model estimates costs required to implement the new
and user labor. It then simulates benefits (user productivity, IT labor, cost savings, and revenue
mulates improvements to KPIs (Key Performance Indicators) enabled by the solutions selected.
ed on a variety of rules of thumb, research, customer experiences, and input from subject matter
able each benefit.
nd simulated (to-be) maturity levels, based on TDWIs BI Maturity Model. Research has shown
evels and business performance: business performance tends to improve as the organization
od) are included in the "ROI" worksheet.

ion in assessing the costs and benefits of investing in BI initiatives. However, this tool cannot
user review, validation, and adjustment of many data inputs. The detailed inputs need to be
es. Results will differ significantly from one organization to another.
d, Teenager, Adult, and Sage. There are also two major obstacles: the Gulf, which occurs between
etween the Teenager and Adult stages. As organizations progress through the stages, they reap
e greater consistency in the way they define shared terms and metrics. The key elements of
ns of TDWIs BI Maturity Model. The eight categories are:

ll parts of the organization and all potential users?
d and committed to the program?
nding to meet business requirements?
ness needs and expectations?
d to what degree do groups adhere to architectural standards?
W environment meet business requirements?
h to managing projects and developing solutions?
th user requirements and what is the extent of usage?
aturity for each dimension in the model. The value statements in some categories, such as
ation moves from stage to stage.
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rkbook under a different name. This will preserve the original default values and formulas so you
e Defaults" icons will return inputs to their original values (only for versions that contain Restore
ttom. Start with the "Profile" tab. This worksheet contains the most important cost and benefit
enefits of the scenario modeled. Enter/edit data in the "input" (light yellow) cells with blue text and
ze results for your particular organization/initiative.
efits.
Complete the Maturity Assessment (Maturity worksheet).
"Costs" (red tab) and Benefit (green tabs) worksheets. Although not required, we recommend
the initiative.
an be printed or saved as PDF/XPS. Portions of the model may be incorporated (e.g. Paste
se-type report.
are desired, contact HCR.
o help guide customers in better understanding approximate costs and benefits of various
ts may differ significantly. Deployment/investment decisions should not be based on the results of
ssional advice.
nderstanding that there are no representations or warranties of any kind either express or implied.
ncluding, but not limited to, implied warranties of merchantability or fitness for a particular purpose.
esentations regarding the use, validity, accuracy or reliability of the tool or the results of the use of
for any damages, including those arising as a result of TDWI, HCR or supplier negligence,
or special, flowing from your use of or inability to use the tool, or information provided herewith,
has been advised of the possibility of such damages.
EULA)
you do not accept them, do not use the software.

display, print, and reproduce this software/document.
ment or portions/derivations of it.
gineer" this software/document.
esignated as "Input" cells (light yellow cells with double-outline and blue text).
portions of this software/document.
d in this software/document.
tions of this software/document within other documents (e.g. a business case report) as long as
kbook is not also incorporated or duplicated.
wever, we do welcome any comments, suggestions, and feedback.

upport, workbook customizations, and comprehensive consulting engagements to assist with
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Renton, WA 98057; T 425.277.9126, F 425.687.2842; E info@tdwi.org; www.tdwi.org

model customizations: Hall Consulting & Research (HCR), model author; info@hallcr.com; 412-
eserved. hallcr.com and www.tdwi.org
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This worksheet contains key inputs/assumptions that drive cost and benefit calculations throughout the model. Defaults input values are provided based on
industry, location, and organization size. These default input values should be reviewed and modifed as appropriate. A summary of the results is provided to the
right to assist in viewing output implications of input changes. This summary data will be updated as changes are made throughout the model.
Required Organization/Initiative Data
Summary of Results
Enter values or select the closest fit from the drop-down menus. These are the most important
inputs in the model. Your answers to these key questions will have the most significant impact on
default cost and benefit drivers through-out the rest of the model.
Industry - select the closest-matching from the
Average / Mixed
drop-down
Organization Total
($000)
Per BI User
Industry is used to pre-select various default values (i.e. user type mix, labor costs)
Costs (5-Yr)
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Primary geographic location - select the

closest-matching from the drop-down
Benefits (5-Yr)
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Used to scale labor costs and estimate default work hours per year
Net Benefits
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Primary Site Locations - select the closestmatching from the drop-down box
NPV (Net Present Value)
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U.S.
Suburban / Mixed
Used to scale labor costs. Urban labor costs tend to be 15-20% higher than suburban locations.
5,000
Number of PC Users in the "Organization"
Number of PC Users is typically approximately the same as the number of PCs. "Organization" refers only to the
portion of the enterprise/organization that is in scope (the focus of the study). "Organization" could be a
business unit or division of an enterprise.
ROI (Return on Investment) - [Total Net

Benefits / Total Costs]
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IRR (Internal Rate of Return)
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Payback Period
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4000
Number of BI Users
% of PC
Users
15%
# of PC
Users
750
% of BI
Users
19%
Portion of PC Users that are Information

Workers (but not Power Users)**
65%
3,250
81%
Total Targeted Business Intelligence Users (BI

Users)
80%
4,000
100%
Portion of PC Users that are Data-entry or

Structured-Task Workers (less likely to
significantly benefit from BI)
20%
1,000
100%
5,000
Portion of PC Users that are Power Users*
Total Costs Vs Benefits (per BI User)

$12 ($ per BI User)
Costs & Benefits
$10
$8
$6
$4
Total PC-Users (# of Employees that use PCs on

a regular basis)
$2
*A POWER USER is an information producer who creates reports and analyses on behalf of others. Power users
are typically business analysts.
**An Information Worker (IW ) or Knowledge Worker is an information consumer who examines data/information
created by others on a regular basis. Executives and managers are typically casual users.
$0
Costs (5-Yr)
Benefits (5-Yr)
Cost Summary (per BI User)
Financial Information
$1,200
Default values are provided based on inputs above. Defaults may be adequate for rapid/ballpark
assessments, but otherwise should be reviewed/modified.
Organization Revenue ($ Millions)
$
3,925
Source of defaults is based on analysis of data from Fortune 500, Fortune Magazine and is industry-dependent
(varies depending on industry selected above)
Margin % of Revenue (Net profit margin of new

revenue enabled by the initiative)
10.3%
Default value is based on industry average. This margin rate is used to calculate the business value of
incremental revenue enabled by the initiatives selected.
$1,000
Training & User Labor
$800
$440
Software
Hardware
$5-Year Total
10%
Discount Rate / Cost of Capital (WACC)
IT Labor/Services
$600
Costs ($ per BI User)
$400
$560
$200
Used in Net Present Value calculations
Duration of analysis (years) - Select from dropdown box.
Benefit Summary (per BI User)
A 3-year life-expectancy is standard for tactical IT projects. 5 years is recommended for major BI initiatives.
$12
Labor Costs
Revenue Growth
(Profit on)
$10
Default values are provided based on inputs above. Defaults may be adequate for rapid/ballpark
assessments, but otherwise should be reviewed/modified.
Burden rate (labor overhead as a % of cash
25%
compensation)*
1,824
Standard Work Hours per Year
$8
Other Direct Cost

Savings
$2
* Non-cash compensation, such as benefits and Social Security
Average
Ann'l Cash
Compensation**
User Productivity
Benefits
$6
Benefits ($ per BI User)
$4
IT Labor/Services
TCO Savings
$Burden
Rate
5-Year Total
Burdened Burdened Burdened

Annual
Weekly
Hourly
Labor Cost Labor Rate
Rate
BI IT Staff Labor Costs
Costs & Benefits ($ per PC)

Annual OnGoing
5-Year
Total
93,022
25% $ 116,277 $
2,236 $
63.75
Database/DW Administrator (DBA)
96,835
25% $ 121,044 $
2,328 $
66.36
Initiative Costs
Architect/Engineer/Developer
$ 102,150
25% $ 127,687 $
2,456 $
70.00
Hardware
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Program/Project Manager
$ 115,139
25% $ 143,924 $
2,768 $
78.91
Software
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BI Management / Sponsor
$ 149,400
25% $ 186,750 $
3,591 $ 102.39
Business/Data Analyst
Profile Worksheet
One-Time
IT Labor/Services
348 $
42 $
560
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Source of salary data: based on 2008 TDWI Salary, Roles, and Responsibilities Repor. Salary data is scaled based
on industry, geography, and organization size.
$
Total
354 $
Err:518
17 $
440
Err:518
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User Labor Costs

Power Users
82,561
25% $ 103,201 $
1,985 $
56.58
Initiative Benefits
Information Worker
Average (weighted)
$
$
74,937
76,367
25% $
$
1,801 $
1,836 $
51.36
52.33
IT Labor/Services TCO Savings
93,672 $
95,458 $
** Base compensation plus bonuses

Source of user salary data: based on HCR analysis of U.S. Department of Labor, Bureau of Labor Statistics data;
The World Bank, World Development Indicators Database; and Organisation for Economic Co-operation and
Development. Salary data is scaled based on industry, geography, and organization size.
Other Direct Cost Savings
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Revenue Growth (Profit on)
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Total
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Preliminary Capability Assessment and Initiative Selection

Enter the extent to which you'd like to simulate the costs/benefits of implementing the following
initiative types. You will be able to refine these on the "Initiatives" worksheet. This model estimates
the costs and benefits of these initiatives.
Current (AsIs) Capability

Adoption %
Initiative
Investment
Level*
Relative
Simulated
Import(To-Be)
ance ** (0- Capability
10)
Adoption %
Supply / Operations Apps

Financial Apps
Other / General Mgmt Apps
65%
20%
30%
15%
3.0
2.0
3.0
3.0
5
4
5
4
93%
52%
86%
83%
0 = Not important; will not impact business performance

5 = Moderate business impact
10 = Most significant impact on business performance
55%
15%
20%
20%
3.0
3.0
3.0
3.0
5
4
5
4
91%
83%
93%
84%
65%
75%
75%
80%
90%
2.0
2.0
2.0
1.0
1.0
5
5
5
5
5
79%
85%
85%
83%
92%
40%
25%
25%
10%
3.0
3.0
3.0
3.0
5
5
5
5
88%
85%
85%
82%
BI Capability Adoption Summary
Source System Inclusion / Integration

Marketing / Sales Data Integration
Supply Chain / Ops Data Integration
Financial Data Integration
Other Data Integration
0 = No investment simulated
1 = Minor enhancement/upgrade
2 = Moderate improvement
3 = Substantial improvement / major overhaul
**Capability Investment Importance Key
BI Applications
Marketing / Sales Apps
*Initiative Investment Level Key
Current Adoption (As-Is)
0%
Enhance DW Platform
Architecture Standards & Adherence
Data Management
Data Integration/ETL
Data Warehouse / Data Marts
Development
Scorecards / Dashboards
Analytical Tools
Workflow and Collaboration
20% 40% 60% 80% 100%
BI Applications
Enhance BI Platform
Reporting
Simulated Adoption (To-Be)
Enhance DW Platform
Enhance BI Platform
Adoption %
Preliminary Matury Assessment

The table/graph below show estimated Maturity Levels. You will be able to refine these on the "Maturity" worksheet. Default levels are estimated based on
capabilities/initiatives selected above.
Key
Current
(As-Is)
Simulated
(To-Be)
Scope. To what extent does the BI/DW program

support all parts of the organization and all potential
users?
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Sponsorship. To what degree are BI/DW sponsors

engaged and committed to the program?
Err:518
Err:518
Funding. How successful is the BI/DW team in

securing funding to meet business requirements?
Err:518
Err:518
Value. How effectively does the BI/DW solution meet

business needs and expectations?
Err:518
Err:518
Architecture. How advanced is the BI/DW

architecture, and to what degree do groups adhere to
architectural standards?
Err:518
Err:518
Data. To what degree does the data provided by the

BI/DW environment meet business requirements?
Err:518
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Development. How effective is the BI/DW teams

approach to managing projects and developing
solutions?
Err:518
Err:518
Delivery. How aligned are reporting/analysis

capabilities with user requirements and what is the
extent of usage?
Err:518
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Total
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As-Is
To-Be
BI Maturity Levels
1 = Infant; 2=Child; 3=Teenager; 4=Adult;

5=Sage
Infant 2
Child
2
3Teenager
3
Adult
4
Sage
4
Scope
Sponsorship
Funding
Value
Architecture
Data
Development
Delivery
Maturity Level
Profile Worksheet
18 of 76
Profile Worksheet
19 of 76
Capability Assessment and Initiative Selection

This worksheet provides an adoption assessment of the 4 categories of BI capabilities: BI Applications, Source System Inclusion ar
Integration, DW Platform Enhancements and BI Platform Enhancements. For each capability, edit the extent of "current adoption (As-is)"
and the desired "Simulated Adoption (To-be)". Also determine the relative importance to your organization (this impacts the benefits)
and relative implementation complexity (this impacts the costs). For Source System Inclusion /Integration, also estimate the amount of
raw data that would be beneficial to have in the DW. Defaults values are from the "Profile" worksheet. Results are summarized at the
bottom.
This assessment drives all of the default cost, benefit, and maturity estimates throughout the model. The greater the gap between asis and to-be, the greater the costs and benefits.
BI Applications
A BI/DW application consists of a distinct set of related reports, dashboards, briefing books, or scorecards designed to support a specific set of tasks within a business domain or process.
BI Application
Description
Current
Adoption
(As-Is)
Importance
Rating
(0=not
Simulated
needed,
Adoption
10=highly
(To-Be)
beneficial)
App
Complexity
(1=simple;
10=highly
complex)
Adoption
% of
Improve- Remainin
ment
g Gap
Comments

Customer performance analysis
Customer segmentation, optimization, etc.
65%
93%
28%
80%
Customer behavior analysis
Loyalty/churn analysis
65%
93%
28%
80%
Campaign
management/analysis
65%
93%
28%
80%
Pricing optimization
65%
93%
28%
80%
Call center analytic apps

Sales analytic apps
Sales force automation
Other
65%
65%
65%
65%
65%
65%
93%
93%
93%
93%
93%
93%
5
5
5
5
5
5
5
5
5
5
5
5
28%
28%
28%
28%
28%
28%
80%
80%
80%
80%
80%
80%
20%
52%
32%
40%
Production and inventory

analysis
20%
52%
32%
40%
Demand forecasting/planning
20%
52%
32%
40%
Fulfillment management
analysis
20%
52%
32%
40%
Logistics management analysis
20%
52%
32%
40%
Customer service analysis
20%
52%
32%
40%
Business process/activity
monitoring (BAM)
20%
52%
32%
40%
Web analytics
Other
20%
20%
52%
52%
4
4
5
5
20%
20%
52%
52%
4
4
5
5
32%
32%
32%
32%
40%
40%
40%
40%
30%
86%
56%
80%
Importance-weighted (for benefit calcs)

Complexity-weighted (for cost calcs)

Supply chain
analytics/optimization

e.g. supplier performance

Financial Apps
Financial analysis
Financial planning
Standardized tools, process, and rules to

conduct budgeting, forecasting, and planning
30%
86%
56%
80%
Profitability management
DW-sourced activity-based costing (ABC)

and robust analysis of
price/quantity/customer/product mix
30%
86%
56%
80%
30%
30%
86%
86%
5
5
5
5
56%
56%
80%
80%
Activity-based costing
Financial reporting
Financial consolidation
Automated/consistent consolidation of
business unit financial data
30%
86%
56%
80%
Other
Financial Apps
Financial Apps
30%
30%
30%
86%
86%
86%
5
5
5
5
5
5
56%
56%
56%
80%
80%
80%

User development environment
End user self-service development of custom

analytic applications
15%
83%
68%
80%
Business performance
management
Balanced scorecard, KPIs, etc.
15%
83%
68%
80%
15%
83%
68%
80%
R&D / prod development apps
Initiatives Worksheet
20 of 76

Fraud, waste, and abuse
detection
15%
83%
68%
80%
HR/workforce analytics
15%
83%
68%
80%
Competitive intelligence analysis
15%
83%
68%
80%
15%
15%
15%
15%
15%
83%
83%
83%
83%
83%
4
4
4
4
4
5
5
5
5
5
68%
68%
68%
68%
68%
80%
80%
80%
80%
80%
Risk mgmt analysis

Compliance mgmt analysis
Other
e.g. Sarbanes-Oxley


Indicate the extent to which desired portions of each of the following source systems have been included in (or fully integrated/federated with) the data warehouse
Source Systems
Description
Current
Adoption
(As-Is)
Raw Data
Simulated Beneficial to
Adoption Have in the
(To-Be)
DW (GB)
Source
Complexity
(1=simple;
10=highly
complex)
% of
Improve- Remainin
ment
g Gap
Comments

Order entry data
Product data
Sales/customer data
Marketing / campaign data
Other
Total (GB)
55%
55%
55%
55%
55%
91%
91%
91%
91%
91%
157 GB
57
57
57
57
57
GB
GB
GB
GB
GB
5
5
5
5
5
260 GB
286 GB
36%
36%
36%
36%
36%
103 GB
80%
80%
80%
80%
80%
80%
Marketing / Sales Data

Integration
55%
91%
286 GB
36%
80%

Integration
55%
91%
286 GB
36%
80%
Manufacturing data
15%
83%
57 GB
68%
80%
Logistics, warehousing,
distribution data
15%
83%
57 GB
68%
80%
Purchasing data
Support / services data
Other
15%
15%
15%
83%
83%
83%
57 GB
57 GB
57 GB
5
5
5
43 GB
237 GB
286 GB
68%
68%
68%
194 GB
80%
80%
80%
80%
Total (GB)
Supply Chain / Ops Data
Integration
15%
83%
286 GB
68%
80%

Integration
15%
83%
286 GB
68%
80%
65%
65%
65%
65%
65%
65%
65%
65%
93%
93%
93%
93%
93%
93%
93%
93%
GB
GB
GB
GB
GB
GB
GB
GB
5
5
5
5
5
5
5
5
297 GB
65%
65%
425 GB
93%
93%
457 GB
457 GB
457 GB
5
5
5
28%
28%
28%
28%
28%
28%
28%
28%
128 GB
28%
28%
80%
80%
80%
80%
80%
80%
80%
80%
80%
80%
80%
20%
20%
20%
20%
46 GB
20%
20%
84%
84%
84%
84%
192 GB
84%
84%
57 GB
57 GB
57 GB
57 GB
229 GB
229 GB
229 GB
5
5
5
5
5
5
5
64%
64%
64%
64%
146 GB
64%
64%
80%
80%
80%
80%
80%
80%
80%
543 GB
1114 GB
1257 GB
571 GB
80%

Financial data
General ledger data
Accounts payable data
Accounts receivable data
Treasury and cash mgmt data
Project accounting data
Fixed assets
Other
Total (GB)

57
57
57
57
57
57
57
57

Human resources data
R&D data
IT data
Other
Total (GB)

Total (GB)
21 of 76

Enhance DW Platform
Source Systems
Description
Current
Adoption
(As-Is)
Importance
Rating
(0=not
Simulated
needed,
Adoption
10=highly
(To-Be)
beneficial)
Adoption
Difficulty
(1=simple;
10=highly
complex)
% of
Improve- Remainin
ment
g Gap
Comments

Governance
Robust governance, monitoring, and auditing
65%
79%
14%
40%
Architecture
Consistent/robust DW/BI architecture,

including administration, standards,
management tools, object model, user
interfaces, query engine, etc.
65%
79%
14%
40%
Robust security
Privileged access, auditing, etc.
65%
79%
14%
40%
Architecture Standards &

Adherence
65%
79%
14%
40%

Adherence
65%
79%
14%
40%
Data Management
Metadata definitions
Defined, documented, and implemented

definitions and rules for key terms and
metrics (e.g. dimensions, hierarchies,
measures, performance metrics, formulas,
business logic, report layouts)
75%
85%
10%
40%
Metadata management
Metadata leveraged in all BI components;

ability to easily search, capture, store, reuse
and publish integrated/contextual/up-to-date
metadata objects
75%
85%
10%
40%
High data quality
Highly comprehensive, consistent, &

trustworthy; widely regarded as the
sanctioned/trusted Single version of the
truth
75%
85%
10%
40%
75%
75%
85%
85%
5
5
5
5
10%
10%
40%
40%
Data Management
Data Management

Automated DW synchronization
Automated data movement/integration
75%
85%
10%
40%
DW refresh rate
Low data latency; near real-time / less than

one day, as needed
75%
85%
10%
40%
75%
75%
85%
85%
5
5
5
5
10%
10%
40%
40%

Standardized data marts
Any data marts adhere to consistent/unified

corporate data structure, definitions,
metadata, and management tools
80%
83%
3%
15%
A single, central DW
whether a single DW, conformed data marts,

or a virtual DW that effectively federates all
desired data sources
80%
83%
3%
15%
High performance/reliability
infrastructure
Low query response time, scalable, reliable,

robust back-up & recovery
80%
83%
3%
15%
80%
83%
3%
15%
80%
83%
3%
15%
Development
Robust development tools
Robust/comprehensive development tools

leveraging common architecture, standards,
and process framework for designing,
implementing and maintaining the datawarehousing environment
90%
92%
2%
15%
Extensible / supports web

services
Enables BI apps to be integrated into a

business process, and/or embedded in
another application
90%
92%
2%
15%
User app development
Enables users to create their own standardsconformed BI apps without IT involvement

(graphical or wizard-based development
tools)
90%
92%
2%
15%
90%
90%
92%
92%
5
5
5
5
2%
2%
15%
15%
Development
Development

22 of 76

Enhance BI Platform
Source Systems
Description
Current
Adoption
(As-Is)
Importance
Rating
(0=not
Simulated
needed,
Adoption
10=highly
(To-Be)
beneficial)
Adoption
Difficulty
(1=simple;
10=highly
complex)
% of
Improve- Remainin
ment
g Gap
Comments
Reporting
Centralized reporting
IT able to create & centrally manage

parameterized reports
40%
88%
48%
80%
User-empowered reporting
End-users build their own reports within a

centrally managed environment (self-service
reporting)
40%
88%
48%
80%
Report scheduling, subscription,

distribution
Robust, user-driven
40%
88%
48%
80%
Supports variety of report types
Formal/static, interactive/drill-down, webbased, Excel, etc.
40%
88%
48%
80%
Ad hoc query
Reporting
Reporting
Data mining, search, OLAP, etc.
40%
88%
40%
40%
88%
88%
5
5
5
5
48%
48%
48%
80%
80%
80%
Individualized dashboards
Monitor performance metrics/KPIs (key

performance indicators), compared to target
value (e.g. balanced scorecards);
Customizable individual KPIs; click-toanalyze functionality; Intuitive data displays
(dials, gauges, traffic lights)
25%
85%
60%
80%
Enterprise scorecards
Comprehensive hierarchy of KPIs based on

shared business logic linking
individual/department objectives to corporate
strategy
25%
85%
60%
80%
Automated/integrated KPIs
KPIs are centrally managed, DW-sourced,

auto-updated
25%
85%
60%
80%
Alerts and notifications
Alerts users to significant variances from

expected results
25%
85%
60%
80%
25%
25%
85%
85%
5
5
5
5
60%
60%
80%
80%

Analytical Tools
Broad-reach analytic tools
Basic BI tools for all potential BI users (e.g.

spreadsheets, interactive web-based
analysis, etc.)
25%
85%
60%
80%
BI/DW platform integration with

user tools (e.g. Excel)
BI/DW platform integration with productivity

applications (e.g. Excel) incluing formats,
formulas, data "refresh", cell locking, writeback, etc.
25%
85%
60%
80%
Advanced data visualization
Tools to graphically visualize/analyze

complex data
25%
85%
60%
80%
Advanced analytics
Specialized tools enabling trend analysis,

data mining, cluster analysis, etc.
25%
85%
60%
80%
Predictive analysis
Supports prediction of outcomes, models

results, and optimizes plans
25%
85%
60%
80%
Analytical Tools
Analytical Tools
25%
25%
85%
85%
5
5
5
5
60%
60%
80%
80%

Collaboration portal integration
Robust ability to share/discuss reports,

analysis, performance, etc.
10%
82%
72%
80%
Integrated workflow
Business users can define, modify and

maintain logical business models integrated
with business rules, workflows and enterprise
data
10%
82%
72%
80%
Business activity monitoring
Near-real-time monitoring/alerting of
business activities and operational data
10%
82%
72%
80%
Automated corrective action
Leverage workflow to rapidly analyze,

respond to, and correct out-of-band
conditions; ability to proactively assign tasks,
route approvals, and monitor progress based
on pre-defined business rules
10%
82%
72%
80%
10%
82%
72%
80%
10%
82%
72%
80%
23 of 76

Summar y - Importance-weighted for benefit calculations
Current
Adoption
(As-Is)
Simulated
Adoption Importance
(To-Be) Rating / Size
App
Complexity
% of
Improve- Remainin
ment
g Gap
Extent Rating
BI Applications
Financial Apps
BI Applications
65%
20%
30%
15%
34%
93%
52%
86%
83%
80%
5.0
4.0
5.0
4.0
4.5
5.0
5.0
5.0
5.0
5.0
28%
32%
56%
68%
46%
80%
40%
80%
80%
69%
3.0
2.0
3.0
3.0
2.7

Integration
55%
91%
285.7
5.0
36%
80%
3.0

Integration
15%
83%
285.7
5.0
68%
80%
3.0

65%
20%
93%
84%
457.1
228.6
5.0
5.0
28%
64%
80%
80%
3.0
3.0
Source System Inclusion /

Integration
43%
89%
1,257
5.0
45%
80%
3.0

Adherence
65%
79%
5.0
5.0
14%
40%
2.0
Data Management
Development
Enhance DW Platform
75%
75%
80%
90%
77%
85%
85%
83%
92%
85%
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
10%
10%
3%
2%
8%
40%
40%
15%
15%
33%
2.0
2.0
1.0
1.0
1.8
40%
25%
25%
10%
25%
88%
85%
85%
82%
85%
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
48%
60%
60%
72%
60%
80%
80%
80%
80%
80%
3.0
3.0
3.0
3.0
3.0
BI Applications
34%
80%
4.5
5.0
46%
69%
2.7

Integration
43%
89%
5.0
5.0
45%
80%
3.0
Enhance DW Platform
Enhance BI Platform
Summary
77%
25%
45%
85%
85%
85%
5.0
5.0
4.9
5.0
5.0
5.0
8%
60%
40%
33%
80%
72%
1.8
3.0
2.8
Enhance DW Platform
Enhance BI Platform
Reporting
Analytical Tools
Enhance BI Platform
Summary

0%
20% 40% 60% 80% 100%

0%
BI Applications
20% 40% 60% 80% 100%

Financial Apps
Enhance DW Platform
Enhance BI Platform

Adoption %

Data Management
24 of 76


Data Management
Development
Reporting
Analytical Tools
Adoption %
Summar y - Complexity-weighted for cost calculations

Current
Adoption
(As-Is)
Simulated
Adoption Importance
(To-Be) Rating / Size
App
Complexity
% of
Improve- Remainin
ment
g Gap
Extent Rating
BI Applications
Financial Apps
BI Applications
65%
20%
30%
15%
34%
93%
52%
86%
83%
80%
5.0
4.0
5.0
4.0
4.5
5.0
5.0
5.0
5.0
5.0
28%
32%
56%
68%
46%
80%
40%
80%
80%
69%
3.0
2.0
3.0
3.0
2.7

Integration
55%
91%
285.7
5.0
36%
80%
3.0

Integration
15%
83%
285.7
5.0
68%
80%
3.0

65%
20%
93%
84%
457.1
228.6
5.0
5.0
28%
64%
80%
80%
3.0
3.0

Integration
43%
89%
314.3
5.0
45%
80%
3.0

Adherence
65%
79%
5.0
5.0
14%
40%
2.0
Data Management
Development
Enhance DW Platform
75%
75%
80%
90%
77%
85%
85%
83%
92%
85%
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
10%
10%
3%
2%
8%
40%
40%
15%
15%
33%
2.0
2.0
1.0
1.0
1.8
40%
25%
25%
10%
25%
88%
85%
85%
82%
85%
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
48%
60%
60%
72%
60%
80%
80%
80%
80%
80%
3.0
3.0
3.0
3.0
3.0
Enhance DW Platform
Enhance BI Platform
Reporting
Analytical Tools
Enhance BI Platform
25 of 76

This worksheet estimates "as-is" and "to-be" maturity levels. Default values are based on the "Initiative Assessment". Verify/edit "As-Is maturity
levels. A summary of results is provided at the bottom. This assessment does not impact the costs and benefit calculations
As-Is To-Be
Key Initiatives Enabling the

Improvement
Scope
Inter-Enterprise Enterprise - Most or Most or all
Business Unit all departments and departments and
Most or all
business units
business units plus
departments within
within the
most or all
a business unit
organization
customers or
suppliers
Which best describes the SCOPE of your group's

BI/DW environment?
### ###
Individual - Users
largely fend for
themselves -- no
effective BI/DW
support
Which best describes the status of your group's

BI/DW IMPLEMENTATION?
### ###
We've completed
We haven't started We've initiated our
two or more major
yet
first major project
projects
We've consolidated
multiple projects
within an
enterprisewide
BI/DW program
We manage a
mature,
enterprisewide
BI/DW program
What portion of your organization's DEPARTMENTS

OR FUNCTIONAL AREAS is supported by a
centralized BI/DW environment?
### ###
1 to 20%
20 to 40%
40 to 60%
60 to 80%
80 to 100%
### ###
0 to 20%
21 to 40%
41 to 60%
61 to 80%
81 to 100%
### ###
0 to 20%
21 to 40%
41 to 60%
61 to 80%
81 to 100%
None to speak of
right now
CIO or an IT
director
Multiple individual
Single sponsor
sponsors from
from a business
multiple business
unit or department units or
departments
Operational cost
center - An IT
system needed to
run the business.
Mission-critical
Tactical resource - resource - A system
Tools to assist
that is critical to
decision making.
running business
operations.
Strategic resource Key to achieving

performance
objectives and
goals.
Competitive
differentiator - Key
to gaining or
keeping customers
and/or market
share.
### ###
Very low
Low
High
Very high
### ###
Moderate Very low - Only

Sponsor assumes High - Between
project or program Low - Between very
accountability but is moderate and very
managers are held low and moderate.
not incented for
high.
accountable.
performance.
### ###
Moderate - Every
BI/DW group
Very low - Every
competes for
BI/DW group does Low - Between very
corporate
its own thing with
low and moderate.
resources through
its own resources.
the budgeting
process.
What percent of desired/beneficial BI APPLICATIONS

have been deployed/adopted? A BI/DW application consists of a
distinct set of related reports, dashboards, briefing books, or scorecards designed to
support a specific set of tasks within a business domain or process, such as revenue
management, customer churn analysis, supplier performance management, etc.
What percentage of ALL EMPLOYEES that your

group is charged with supporting either use your
group's BI/DW environment or consume its output?
Section Score
###
Department Single department

across most or all
business units
###
Sponsorship
Which best describes the SPONSOR of your BI/DW
group?
### ###
Which best describes how EXECUTIVES perceive the

###
PURPOSE of your group's BI/DW environment?
To what degree is your sponsor COMMITTED to the

BI/DW program? A committed sponsor evangelizes the
BI/DW program to the entire company, secures funding, leads
political interference, appoints a trusted advisor to oversee the
project on a part-time basis, and sees the project through to
completion (i.e., doesn't leave to pursue personal ambitions).
To what degree is the BI sponsor held

ACCOUNTABLE for the outcome of the BI/DW
solution?
To what degree does the BI/DW program have

PROCESSES in place to plan, prioritize, and adjust
its BI/DW investments and resolve conflicts?
Section Score
###
###
Moderate
Multiple levels of
business-driven,
cross-departmental
steering
committees
Very high - Sponsor

assumes
accountability and
is incented for
performance.
Very high - BI/DW

groups come
together to
High - Between
prioritize
moderate and very
investments within
high.
a formal BI/DW
governance
process.
###
Funding
How easy is it to get FUNDING for your group's
annual BI/DW budget?
### ###
Very hard - Our

budget gets cut
before other IT
projects.
Hard - Between
very hard and
moderate.
Very easy - With

Moderate - We are
Easy - Between
our demonstrated
usually funded at a
moderate and very track record, we
rate comparable to
easy.
usually get what we
the rest of IT.
ask for.
What group ALLOCATES to your BI/DW group?
### ###
None consistently
Departmental
budget
Business unit
budget
Maturity Worksheet
Corporate IT
budget via internal
chargebacks or
allocations
Self-funding via
external customer
chargebacks or
service fees
26 of 76

The annual BI/DW BUDGET for your BI/DW group
represents approximately what percent of the annual
IT budget for your group?
Which best describes the current degree of CAPITAL

INVESTMENT in your BI/DW system?
Which best describes the current MAINTENANCE

BUDGET for your group's BI/DW system?
Section Score
### ###
0 1%
We've received
We're received
initial capital
additional capital
funding to purchase
funding to build on
software and
our initial success.
systems.
### ###
We're
bootstrapping our
system.
### ###
Very low - Limited

or no funds to
Low - Between very
deliver and support
low and moderate.
requested business
projects.
###
2% to 3%
4% to 6%
7% or more
We're received
significant and
sustained capital
investment to
pursue full
deployment of our
vision.
We're now fully

deployed with less
need for additional
capital.
Moderate - We
have sufficient
High - Between
funds to deliver and
moderate and very
support some but
high.
not all requested
business projects.
Very high - We're

fully funded to
deliver and support
most or all
requested business
projects.
###
Value
Estimate the BUSINESS VALUE of your group's
BI/DW environment.
### ###
Returns are well

below costs
To what degree do you rely on INTANGIBLE

BENEFITS to justify your BI/DW investments?
### ###
Mostly intangible
Primarily intangible
benefits, some
benefits
tangible benefits
Which best describes the overall SUCCESS of your

group's BI/DW program?
### ###
It's in trouble and

may not survive.
How do POWER USERS perceive the VALUE of the

BI/DW environment?
### ###
Tangential to their
Irrelevant to their
jobs; marginal
jobs; a time waster
value
Relevant to their
jobs; good value
Critical to their jobs; A key to success;

superior value
superior value
How do CASUAL USERS perceive the VALUE of the

BI/DW environment?
### ###
Tangential to their
Irrelevant to their
jobs; marginal
jobs; a time waster
value
Relevant to their
jobs; good value
Critical to their jobs; A key to success;

superior value
superior value
Section Score
###
Returns are slightly

Returns exceed
Returns equal costs
below costs
costs
Equal intangible
and tangible
benefits
It delivers some
It has momentum business value but
but needs to prove is not yet
itself.
considered a
success.
Returns greatly
exceed costs
Mostly tangible
benefits, some
intangible benefits
Primarily tangible
benefits
It delivers
significant business
value and is
considered a
success.
It delivers a very
high degree of
business value and
is considered a
runaway success.
###
Architecture
### ###
Multiple, nonDesktop- or userMultiple, nonintegrated data

generated reports
integrated data
marts or packaged
(i.e., spreadmarts)
warehouses
solutions
A single, central
DW with multiple
dependent marts
(Inmon), conformed
data marts
(Kimball), or no
data marts
To what degree can users directly ACCESS the data

they need to make decisions from a single user
interface?
### ###
Moderate - Users
Very low - Users
can access a
can access virtually Low - Between very
moderate amount
none of the data
low and moderate.
of the data they
they need.
need.
High - Between
Very high - Users
moderate and very can access all the
high.
data they need.
To what degree have you established standards for

TECHNOLOGY AND TOOLS in your BI/DW
environment?
### ###
Very low - We have Low - We have

not defined
defined some
standards
standards
What is the PREDOMINANT ARCHITECTURE of

your DW environment?
To what degree do individuals and groups ADHERE to

the technology and tool standards that your group has ###
established?
To what degree has your group defined, documented,
and implemented DEFINITIONS AND RULES for key
terms and metrics?
Section Score
###
### ###
###
A BI/DW service
that federates a
central DW and
other data sources
via a standard
interface
Moderate - We
High - We have
Very high - We
have defined about defined most of the have defined all
half the standards standards
standards
Very low - No one

Moderate - Some
Very high - All
adheres (or
Low - Few people
High - Most people
people and groups
people and groups
standards don't yet and groups adhere.
and groups adhere.
adhere.
adhere.
exist).
Very low - None
defined.
Low - Some
defined.
Moderate - About
half defined.
High - Most
defined.
Very high - All

defined.
###
Data
To what degree do end users TRUST THE DATA in

your BI/DW environment?
### ###
Very low - Users

don't trust the data.
They find too many
errors, exceptions,
Low - Between very
or omissions. They
low and moderate.
rely on other
sources of data to
make critical
decisions.
Moderate - Users
somewhat trust the
data. They
High - Between
reconcile it with
moderate and very
more trusted
high.
sources before
using.
Maturity Worksheet
Very high - Users

trust the data. They
view it as the
system of record
for the company
and rely on it for
critical decisions.
27 of 76

What portion of desired/beneficial DATA SOURCES
does your BI/DW environment draw from?
### ###
0 to 20%
21 to 40%
41 to 60%
61 to 80%
81 to 100%
On average, how often are the MAJORITY of data

elements in your BI/DW environment REFRESHED?
### ###
Either annually or
quarterly
Either quarterly or
monthly
Either monthly or
weekly
Either weekly or
daily
Either daily or intraday
To what degree has your group integrated

UNSTRUCTURED DATA in the BI/DW environment?
### ###
Moderate - Users
can search text and High - Between
Very low - No plans Low - Between very
documents via a
moderate and very
or approach.
low and moderate.
separate
high.
application.
Which best describes the degree of synchronization

among the DATA MODELS below that your group
maintains? - ETL source and target models - Data
warehouse and data mart models - BI semantic or
query object models
### ###
Very low - We do
not synchronize
models.
Moderate - We
Low - We manually manually
synchronize some synchronize some
of the models.
models, others
automatically.
High - We
automatically
synchronize most
models, but not all.
### ###
Independent Business groups

develop their own
BI/DW solutions
without our
assistance or
guidance.
Ad hoc - We
develop one-off
BI/DW solutions as
business groups
fund them using
whatever tools and
techniques make
sense.
Aligned - We
develop one-off
BI/DW solutions,
but use a common
set of tools and
techniques to
ensure long-term
alignment.
Standardized - We
develop a portfolio Federated - We let
of integrated BI
business units
applications using a develop their own
common set of
BI/DW solutions as
tools and
long as they adhere
techniques, working to our architecture
within a common
and process
architecture and
framework.
process framework.
To what degree has your group defined, documented,

and implemented standards for DEVELOPING,
TESTING, and DEPLOYING BI/DW functionality (i.e.,
ETL code and BI reports)?
### ###
Very low - Our

group has not
established BI/DW
standards.
Low - Our group

has established
some BI/DW
standards.
Moderate - Our
group has
established about
half of the BI/DW
standards needed.
High - Our group

has established
most BI/DW
standards.
Very high - Our

group has
established a
comprehensive set
of BI/DW
standards.
How long does it take your team to add a new

SUBJECT AREA to the BI/DW environment?
### ###
12+ months
9 to 12 months
6 to 9 months
3 to 6 months
Three months or
less
On average, how many BI/DW PROJECTS that last

three or more months does your group run
concurrently?
### ###
Section Score
###
Very high - We
return related
structured and
unstructured data
via a single BI
query.
Very high - We
automatically
synchronize all
models.
###
Development
Which best describes your BI/DW group's approach

to DEVELOPING BI/DW solutions?
3 4+
Very low - Business

executives give
them a schedule to
meet regardless of
Low - Between very
business
low and moderate.
requirements,
change requests,
and available
resources.
Moderate Business
executives and
project managers
negotiate a
High - Between
schedule based on moderate and very
business
high.
requirements,
change requests,
and available
resources.
Very high - Project

managers define
the schedule based
on business
requirements,
change requests,
and available
resources.
### ###
Level 1 - Delivers
paper or online
reports for
organizational
consumption
Level 3 - Monitors
business events as
they happen and
enables proactive
responses
Level 4 - Predicts
outcomes, models
results, and
optimizes plans
Level 5 Automates
processes and
responses,
including customer
interactions
Which best describes your REPORTING environment

for CASUAL USERS?
### ###
Uncontrolled Casual users rely

Custom - Casual
on power users to
users rely on static
create reports for
or custom reports
them with
created by IT.
spreadsheets or
desktop tools.
Self-service Casual users

create their own
reports with our
standard-issue BI
tools.
Delegated - A team
of super users
creates reports on
behalf of their
colleagues using
our standard issue
BI tools.
Customized
delivery - The BI
team develops a
set of tailored,
parameterized
reports and
dashboards that
are the system of
record for casual
users.
What percentage of your CUSTOMERS OR

SUPPLIERS consume content generated by your
BI/DW environment? (Select either customers or
suppliers, whichever is highest.)
### ###
0 to 20%
40 to 60%
60 to 80%
80 to 100%
To what degree do PROJECT MANAGERS control

the project schedule?
Section Score
### ###
###
###
Delivery
Which best describes the highest level PURPOSE of
your BI environment?
Level 2 - Enables
users to analyze
trends/issues and
gain insights on
their own
20 to 40%
Maturity Worksheet
28 of 76

Which best describes how users access BUSINESS
METADATA?
Which below most closely reflects the RATIO of

power users to casual users in your BI/DW
environment?
Section Score
### ###
Level 1 - There is
no business
metadata to
access.
Level 2 - Users
consult metadata
reports that we
periodically
distribute.
Level 3 - Users
query various
repositories to
access business
metadata.
Level 4 - Users
query a central
repository to
access up-to-date
business metadata.
Level 5 - Users
click once to view
integrated,
contextual, up-todate business
metadata.
### ###
100% power users
80% power users,

20% casual users
60% power users,

40% casual users
40% power users,

60% casual users
20% power users,

80% casual users
###
###
As-Is
To-Be
BI Maturity Levels
Summary
Scope
Sponsorship
Funding
Value
Architecture
Data
Development
Delivery
Total
As-Is To-Be Improvement

Err:518 Err:518
Err:518
Err:518 Err:518
Err:518
Err:518 Err:518
Err:518
Err:518 Err:518
Err:518
Err:518 Err:518
Err:518
Err:518 Err:518
Err:518
Err:518 Err:518
Err:518
Err:518 Err:518
Err:518
###
###
Err:518
2Infant 2 Child 3 Teenager

3
4
Adult
4
Sage
Scope
Sponsorship
Funding
Value
Architecture
Data
Development
Delivery
Maturity Level
Maturity Worksheet
29 of 76
Implementation Costs - Labor

This worksheet estimates Labor needed to implement and support the initiatives. Defaults are based on scope, scale, and complexity of initiatves
selected.
One-time Implementation Labor/Services
er
na
lL
O
th
er
In
t
rt
pp
o
Su
U
se
r
ab
or
E
C x te
on rn
su al
lta
nt
s/
To
Se
ta
rv
lP
ic
er
es
so
nW
ks
en
t
m
an
ag
e
m
e
C
ha
ng
Pr
oj
ec
tM
an
ag
e
m
en
P
t
An lan
n
al in
ys g
is , E
,S v
ys alu
te at
En
m io
C g
on in
M n,
od N
fig ee
el eed
ur rin
in s
a t g,
g
io D
n, e v
Te
e
Tu l
st
o
ni p
in
ng m
g
en
(la
t,
b
/p
ilo
t)
D
D oc
e v um
el e
op n
m tat
en io
D
t n,
ep
R
lo
ep
y
or
t
Person-Weeks
Comments
BI Applications
4.3
2.8
4.3
2.8
1.4
2.0
2.0
1.7
1.4
5.7
28.3
5.5
3.7
5.5
3.7
1.8
2.6
2.6
2.2
1.8
7.3
36.6
Financial Apps
6.8
4.5
6.8
4.5
2.3
3.2
3.2
2.7
2.3
9.0
45.1
5.9
3.9
5.9
3.9
2.0
2.7
2.7
2.4
2.0
7.9
39.3
Total Person-Weeks
22.4
14.9
22.4
14.9
7.5
10.4
10.4
9.0
7.5
29.9
149.3

2.7
1.8
2.7
1.8
0.9
1.2
1.2
1.1
0.9
3.6
17.8
5.4
3.6
5.4
3.6
1.8
2.5
2.5
2.1
1.8
7.1
35.7
1.8
1.2
1.8
1.2
0.6
0.9
0.9
0.7
0.6
2.4
12.1
2.8
1.9
2.8
1.9
0.9
1.3
1.3
1.1
0.9
3.7
18.6
Total Person-Weeks
12.6
8.4
12.6
8.4
4.2
5.9
5.9
5.1
4.2
16.8
137.4
1.0
0.7
1.0
0.7
0.3
0.5
0.5
0.4
0.3
1.3
6.6
Data Management
1.1
0.7
1.1
0.7
0.4
0.5
0.5
0.4
0.4
1.4
7.2
1.1
0.7
1.1
0.7
0.4
0.5
0.5
0.4
0.4
1.4
7.2
0.4
0.3
0.4
0.3
0.1
0.2
0.2
0.2
0.1
0.6
3.0
Development
0.1
0.1
0.1
0.1
0.0
0.1
0.1
0.1
0.0
0.2
0.9
Total Person-Weeks
3.7
2.5
3.7
2.5
1.2
1.7
1.7
1.5
1.2
5.0
24.9
Reporting
3.8
2.5
3.8
2.5
1.3
1.8
1.8
1.5
1.3
5.1
25.4
6.1
4.1
6.1
4.1
2.0
2.9
2.9
2.5
2.0
8.2
40.9
Analytical Tools
5.5
3.7
5.5
3.7
1.8
2.6
2.6
2.2
1.8
7.4
36.9
5.1
3.4
5.1
3.4
1.7
2.4
2.4
2.0
1.7
6.8
34.1
Total Person-Weeks
20.6
13.7
20.6
13.7
6.9
9.6
9.6
8.2
6.9
27.5
137.4
Enhance DW Platform
Enhance BI Platform
*1 Person-week is equivalent to 2 employees each dedicating 50% of a week to the task or 1 person dedicating 8 hrs per week over 5 weeks.
Labor/Service Summary
Per BI User
Total
Cost per
Person-Wk
Total Org ($000)
Cost
Enhance BI
Platform
Enhance DW
Platform
BI Applications
Source System
Inclusion /
Integration
Person-Weeks
Comments
Project Management
22.4
12.6
3.7
20.6
59.4 $ 2,768
164 $
41
Planning, Evaluation, Needs

Analysis, System Modeling
14.9
8.4
2.5
13.7
39.6 $ 2,456
97 $
24
Engineering, Development,
Configuration, Tuning
22.4
12.6
3.7
20.6
59.4 $ 2,340
139 $
35
Testing (lab / pilot)
14.9
8.4
2.5
13.7
39.6 $ 2,282
90 $
23
7.5
4.2
1.2
6.9
19.8 $ 2,236
44 $
11
Deploy
10.4
5.9
1.7
9.6
27.7 $ 2,346
65 $
16
Change management
10.4
5.9
1.7
9.6
27.7 $ 2,236
62 $
15
User Support
9.0
5.1
1.5
8.2
23.7 $ 2,236
53 $
13
Other Internal Labor
7.5
4.2
1.2
6.9
19.8 $ 2,236
44 $
11
29.9
16.8
5.0
27.5
79.2 $ 8,000
633 $
158
84.2
24.9
137.4
Documentation, Report
Development
External Consultants/Services
Total Person-Weeks
149.3
395.8 $
Total Costs ($000)
525 $
296 $
88 $
483
1,392
Total Costs (per BI User)
131 $
74 $
22 $
121
348
2,398
949
2,341
$
348
IT Implementation Labor
External Cons ultants /S ervices
160
140
120
100
80
60
29.9
7.5
9.0
10.4
10.4
7.5
14.9
22.4
16.8
4.2
5.1
5.9
5.9
4.2
27.5
Us er S upport
6.9
8.2
9.6
9.6
6.9
13.7
Costs - Labor Worksheet
20.6
Change management
Deploy
Development
30 of 76
IT Implementation Labor
External Cons ultants /S ervices
160
140 -29.9
Implementation Costs
Labor

27.5
Us er S upport
9.6
9.6
6.9
13.7
Deploy
120 to
7.5implement and support the initiatives. Defaults are based on scope, scale, and complexity of initiatves
This worksheet estimates Labor needed
9.0
6.9
selected.
100 10.4
Change management
8.2
80
60
Person-Weeks
40
20
0
10.4
7.5
14.9
22.4
14.9
22.4
16.8
4.2
5.1
5.9
5.9
4.2
8.4
12.6
8.4
12.6
5.0
1.2
1.5
1.7
1.2
2.5
3.7
2.5
3.7
20.6
Development
13.7
Tes ting (lab / pilot)
20.6
Analys is , S ys tem Modeling
Project Management
IT Training
Formal
(Classroo
m)
Training
Independent
Learning
(Self-Study)
Internal
Training
% of BI staff trained with this type of

training
20%
40%
100%
Staff trained with this type of training
1.9
3.8
9.5
49
29
Hours of training per staff member
Comments
59
Labor Cost per Hour
$ 69.76 $ 69.76 $
Training time (labor cost) (per

trainee)
Class and Additional Fee Cost (per

trainee per Hr)
$ 50.00 $ 18.75

trainee)
3,416 $
Total
2,049 $
$
2,448 $
551 $
Cost per Employee Trained
5,864 $
2,600 $
Total Cost
11,103 $
9,847 $
69.76
4,099
1.88
110
4,209
39,846 $
60,795
End-User Labor & Training

End-User Labor
Hours per User Impacted
% of Users
Annual OnImpacted # Of Users One-Time
Going
3%
120
2.0
Solution planning & testing
Total
$ 12,301
Downtime (Unable to be
productive); e.g. during
implementation of the solution
20%
800
1.0
$ 41,003
Resolution of issues related to the

new solution
10%
400
1.5
$ 30,752
5%
200
1.5
System configuration
$ 15,376
Data entry (not previously required)
Other
Other
99,432
Total
99,432
Comments
End-User Training
% of Employees trained
External
Independent
Classroom Internal
Learning
Training
Training (Self-Study)
5%
20%
40%
Employees trained
Hours of training per employee
200
800
1,600
6.1
6.1
9.8
Labor Cost per Hour
52 $
52 $
52
Training time (labor cost)
320 $
320 $
513

trainee per Hr)
30 $
Class and Additional Fee Cost per

trainee
184 $
61 $
18
Cost per Employee Trained
504 $
382 $
531
Total Cost
100,793
10
305,236
Total
Comments
849,441
1,255,470
31 of 76
Implementation Costs - Labor

This worksheet estimates Labor needed to implement and support the initiatives. Defaults are based on scope, scale, and complexity of initiatves
selected.
Labor
Cost Summary
Costs ($ per PC)
Costs ($000)
Annual
On-Going Annual OnAnnual
One-Time % of Initial
Going
5-Year Total One-Time On-Going
Cost / Benefit Category
5-Year
Total
%
Added BI Increase
FTEs
in BI FTEs
Comments
IT Labor/Services (by Activity Type)

Project Management
Analysis, System Modeling
Testing (lab / pilot)
Development
Deploy
Change management
User Support
External Consultants/Services
41
164
24
97
35
139
23
90
11
44
$
$
$
$
$
Total $
16
15
13
11
158
348
$
$
$
$
$
$
65
62
53
44
633
1,392
IT Labor/Services (by Capability Type)

BI Applications
131
15% $
20 $
230
525 $
79
919
0.8
9%

Integration
Enhance DW Platform
Enhance BI Platform
74
8% $
6 $
104
296 $
24
415
0.3
3%
$
$
Total $
22
121
348
10% $
12% $
12% $
2 $
14 $
42 $
33
193
560
$
$
$
88 $
483 $
1,392 $
9
58
169
$
$
$
131
773
2,239
0.1
0.6
1.8
1%
7%
19%
$
$
$
Total $
15
314
25
354
10%
5%
0%
5%
$
$
$
$
2
16
17
$
$
$
$
23
392
25
440
$
$
$
$
61
1,255
99
1,416
$
$
$
$
6
63
69
$
$
$
$
91
1,569
99
1,760
0.1
0.7
0.7
1%
7%
0%
8%
702
60 $
1,000
2,808 $
238
3,999
2.6
27%
Training & End User Labor

IT Training
End-User Training
End-User Labor
Total
32 of 76
Implementation Costs - Hardware & Software

This worksheet estimates hardware and software costs needed to implement and support the initiatives. Defaults are based on scope, scale, and
complexity of initiatves selected.
Total costs (including labor) are summarized at the bottom.
Component
Product(s)
DW
Database
Integration Developme
/ ETL
nt
Ascential
Software
(DataStage),
MS Visual
MS SQL, Oracle,
Informatica
Studio, Oracle,
IBM DB2, etc.
(PowerCenter), IBM, etc.
SAS (ETL
Studio)
Reporting /
Portal / Perf Mgmt /
Query /
Collab / Scorecardi
OLAP
Workflow
ng
Business
Objects,
Cognos,
MicroStrategy
Other IT
Tools
DataFlux,
Firstlogic, Group
1 Software,
MS SharePoint,
Similarity
IBM
Systems,
Trillium
Software
Casual User Power User

Tools
Tools
MS Excel
Total
Comments
SAS/SPSS
Hardware Costs
Storage Costs
Current DW Raw Storage (GB) - from
"Source System Integration/Inclusion" on
"Initiatives" worksheet
543
571
New DW Raw Storage (GB)
1,114
To-Be DW Raw Storage (GB)
571
Added Raw Data Storage Capacity (GB)

Total storage multiplier (indexing,
temp/aggregate tables, metadata,
distributed replication, redundancy,
development, testing, etc.)
Total New Storage Capacity (GB)
Cost per GB (incl. rack, cabling, power
supplies, backup, etc.)
Total Storage Cost
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45 $
45 $
45 $
45 $
45 $
45 $
45 $
45 $
45
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Application Server Costs

# of Production PPUs (Processing Power
Units) Roughly equivalent to 1 average
dual-core processor plus required RAM and
other hardware
PPU multiplier (account for additional
development, test, and redundancy
servers)
Total PPUs
Processors per Server
Number of Servers
Cost per PPUs (incl. operating system,
RAM, controllers, switches, NICs, 5-yr
maintenance, etc)
Processing Costs
10,000
$ 10,000
$ 10,000
$ 10,000
$ 10,000
$ 10,000
$ 10,000
$ 10,000
$ 10,000
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- $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 10,000 $ 25,000 $ 25,000

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Total
Total Hardware Cost
Server Software Licensing Costs

Application Server Licensing
Quantity of licenses (e.g. total # of new
servers)
Cost per license
Sub Total
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$
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Database Management Server (DBMS) Licensing

Product(s)
processors)
Cost per license
Sub Total
MS SQL,
MS SQL, Oracle,
Oracle, IBM
IBM DB2, etc.
DB2, etc.
MS SQL,
Oracle, IBM
DB2, etc.
MS SQL,
Oracle, IBM
DB2, etc.
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MS SQL,
Oracle, IBM
DB2, etc.
Err:518
MS SQL,
Oracle, IBM
DB2, etc.
Err:518
MS SQL,
MS SQL, Oracle,
Oracle, IBM
IBM DB2, etc.
DB2, etc.
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20,000
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### $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000

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1,000 $
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1,000 $
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1,000 $
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1,000 $
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1,000 $
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1,000 $
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1,000 $
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1,000 $
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1,000
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Total Server Software Costs
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Total Server Costs (Hardware+Software)
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MS SQL,
Oracle, IBM
DB2, etc.
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Other Server Licenses: tools/utilities

Product(s)
processors)
Cost per license
Sub Total
Total
The default estimates above use very basic rules-of-thumb to estimate costs. Actual costs may differ significantly.
Licensing costs may be based on total # of processors, total # of cores, or other methods. If based only on # of users, see below. Some
software only requires licenses for production servers; others require licenses for redundant, test, and/or development servers.
Client/Desktop Software Licensing Costs

Client Application Licenses
Costs - HWSW Worksheet
33 of 76

of Licenses
(# of users
requiringand software costs needed to implement and support the initiatives. Defaults are Err:518
ThisQuantity
worksheet
estimates
hardware
based on scope,
Err:518scale, and
new licenses)
complexity
of initiatves selected.
$
250 $ 1,000
Total
Cost
costs
per License
(including labor) are summarized at the bottom.
Sub Total
- $
- $
- $
- $
- $
- $
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Server Application CALs (Client Access Licenses)

Quantity of Licenses (# of users requiring
new licenses)
Cost per License
Sub Total
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$
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50
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20 $
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- $
Total
Total
Key Initiatives Driving Costs
Key Cost Drivers (Selected Initiatives that

impact costs)
Summary
Organization Total
Storage Hardware
Server Hardware
Server Software
Client Software
Total
Total per BI User

Storage Hardware
Server Hardware
Server Software
Client Software
Total
HW & SW Costs per User (Initial Costs Only)

Client Software
Server Software
Server Hardware
Storage Hardware
$12
$10
$8
$6
$4
$2
$-
Total Cost Summary (Incl Labor)

Costs ($ per PC)
One-Time
Costs ($000)
Annual OnGoing % of Annual OnAnnual On5-Year Total One-Time

5-Year Total
Initial
Going
Going
Hardware
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8%
8%
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Server Software
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20%
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Client Software
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20%
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Storage Hardware
Server Hardware
Total
Software
Total
IT Labor/Services
BI Applications IT Labor
Source System Inclusion / Integration IT
Labor
131
15% $
20 $
230 $
525 $
79 $
919
74
8% $
6 $
104 $
296 $
24 $
415
34 of 76

DW Platform
IT Labor
22 costs needed
10% $ to implement
2 $
33 support
$
88
9 $ Defaults
131 are based on scope, scale, and
ThisEnhance
worksheet
estimates
hardware and$ software
and
the $initiatives.
Enhance BI
IT Labor
$
121
12% $
14 $
193 $
483 $
58 $
773
complexity
ofPlatform
initiatves
selected.
Total $
12% $
42 $
560 $
1,392 $
169 $
2,239
Total costs (including labor) are summarized
at348
the bottom.
IT Training
End-User Training
End-User Labor
$
$
$
Total $
Total Costs
15
314
25
354
10%
5%
0%
5%
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$
$
$
$
2
16
17
$
$
$
$
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23
392
25
440
$
$
$
$
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61
1,255
99
1,416
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Costs ($ per PC)

Storage Hardware
Server Hardware
Server Software
Client Software
Source System Inclusion / Integration IT
Labor
Enhance DW Platform IT Labor
Enhance BI Platform IT Labor
IT Training
End-User Training
End-User Labor
Total Costs
One-Time
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$
131
$
$
$
$
6
63
69
$
$
$
$
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91
1,569
99
1,760
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Costs ($000)
Annual OnGoing % of Annual OnAnnual On5-Year Total One-Time

5-Year Total
Initial
Going
Going
8%
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8%
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20%
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20%
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15% $
20 $
230 $
525 $
79 $
919
74
$
$
$
$
$
22
121
15
314
25
10%
12%
10%
5%
0%
8% $
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6 $
$
$
$
$
$
2
14
2
16
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104 $
$
$
$
$
$
33
193
23
392
25
$
$
$
$
$
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296 $
88
483
61
1,255
99
24 $
$
$
$
$
$
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9
58
6
63
Err:518
$
$
$
$
$
415
131
773
91
1,569
99
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Implementation Costs (Per BI User)

$1,200
End-User Labor
End-User Training
$1,000
$25
IT Training
$800
$600
$392
Cost per BI User
Enhance DW Platform IT
Labor
Integration IT Labor
$23
$193
$400
$33
Client Software
$104
Server Software
$200
$230
Server Hardware
$5-Year Total
Storage Hardware
35 of 76
BI-Related IT Labor TCO and Labor Savings

This worksheet estimates IT Labor TCO by estimating/allocating labor effort across common IT staff activities (as a % of total by category). The number of FTEs (full-time equivalents)
the calculated. Then the likely % reduction in effort (for existing activities only) enabled by the solution is estimated. All increases in labor (required to implement/support new
initiatives/capabilities) are included in the "Costs" worksheets. As-is (current) and To-be (after the solution is fully implemented) TCO is calculated on displayed in bar charts. The benefit
is any annual on-going TCO savings enabled by the initiative.
The on-going BI IT labor benefits and costs are summarized at the bottom of this worksheet.
TCO (Total Cost of Ownership) is the annual on-going/recurring cost to support the environment.
IT Labor (to support current BI capabilities)

Total IT Employees (IT Staff) FTEs
IT Staff % of PC Users
Ratio of PC Users to IT Staff
"BI Staff" (total IT staff FTEs conducting BI/DW-related
activities)
BI Staff % of Total IT Staff
Ratio of PC Users to BI Staff
On-Going BI IT Labor
Activities
Description
157.8
3.2%
31.7
9.5
6.0%
528
% of
Total*
As-Is
FTEs*
%
To-Be Reductio
FTEs*
n
Report creation
Creation of reports for business user

consumption
20%
1.9
Err:518 Err:518
Database administration
Administration of DW/BI-related systems
20%
1.9
Err:518 Err:518
Data management_x000D_
Efforts to ensure/maintain data quality in

DW/BI-relatedf systems: data cleansing and
validation
20%
1.9
Err:518 Err:518
Integration_x000D_
Integration-related activities
15%
1.4
Err:518 Err:518
Application development
Development of BI-related applications and

platform capabilities
15%
1.4
Err:518 Err:518
Administration
Management and administration of DW/BIrelated systems (finance, sr. mgmt, etc.)
8%
0.8
Err:518 Err:518
2%
0.2
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100%
9.5
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Other
Total IT FTEs
Report creation
Data management
Integration
Administration
Other
Total
Fully Burdened Cost per FTE*

$
116,277
$
121,044
$
116,277
$
127,687
$
127,687
$
121,044
$
121,044
Key Initiatives Enabling the Improvement
Comments
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IT Labor TCO / BI User / Year

As-Is
To-Be
Savings
TCO
TCO Savings
%
$ 55.0 Err:518 Err:518 Err:518
$ 57.3 Err:518 Err:518 Err:518
$ 55.0 Err:518 Err:518 Err:518
$ 45.3 Err:518 Err:518 Err:518
$ 45.3 Err:518 Err:518 Err:518
$ 22.9 Err:518 Err:518 Err:518
$ 5.7 Err:518 Err:518 Err:518
$ 286.7 Err:518 Err:518 Err:518
Full-Time Equivalents
As-Is FTEs
To-Be FTEs
1.9
1.9
1.9
1.4
1.4
0.8
0.2
9.5
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Savings
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* Base compensation plus bonuses X burden rate. Defaults are from "IT Staff Labor Rates" on the Profile
worksheet.
BI IT Labor TCO (to support current capabilities)

$350.0
$300.0
$250.0
$200.0
Other
$5.7
$22.9
$45.3
TCO per PC per Year

$150.0
$55.0
$100.0
Administration
$45.3
$57.3
$50.0
$55.0
$-
Application
development
Integration
Data management
Database
administration
BI IT Labor Comparison (to suppor t current capabilities)

As -Is TCO
To-Be TCO
As-Is FTEs
To-Be F TEs
TCO pe r PC pe r Year
As-Is TCO To-Be TCO
Report creation
Total IT Labor Change (labor TCO costs and savings/benefits)

IT Labor Worksheet
36 of 76
BI-Related IT Labor TCO and Labor Savings

TCO per TCO
% of AsBI User ($000)
Is
$ 287 $ 1,147
100%
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Current (as-is) BI labor

Simulated BI labor (to maintain current BI capabilities)
Total Simulated (to-be) labor
FTEs
9.5
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Labor Savings (to maintain current BI capabilities)

Added BI labor (to maintain new capabilities)
Err:518 Err:518
1.9 Err:518
Err:518
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Err:518 This is an annual on-going "cost"
Net Change
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BI IT Labor FTEs
10
9
8
7
6
BI IT Labor FTEs
9.5
4
3
2
1
0
Current (as-is) BI labor
IT Labor Worksheet
37 of 76
Direct Cost Savings

This worksheet estimates various direct IT and business cost savings enabled by the solution.
Direct Cost Savings - IT

Retire/Avoid Obsolete/Superceded Software Costs - PCs
Capabilities/features included in the proposed solution that can reduce the need for planned or current software costs
Application A
Application B
Client access license
Utility
Other
Other
Total
One-Time
Annual Costs
Quantity
Costs Avoided
Avoided
4,000
Err:518
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4,000
Err:518
4,000
Err:518
4,000
4,000
4,000
Err:518
Err:518
5-Year Total
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$
$
$
Err:518
Comments
Retire/Avoid Obsolete/Superceded Software Costs - Servers

Capabilities/features included in the proposed solution that can reduce the need for current or expected software costs
Application
Database
Operating system / utility / tool
Other
Other
Total
One-Time
Annual Costs
Quantity
Costs Avoided
Avoided
5-Year Total
10
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10 $
Err:518
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10 $
Err:518
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10 $
### $
10 $
### $
Err:518
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Comments
Comments
Comments
Comments
Comments
Retire/Avoid Hardware Costs

Servers
Storage
Other
Total
One-Time
Annual Costs
Costs Avoided
Avoided
Quantity
5-Year Total
10 $
Err:518
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10 $
Err:518
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10 $
Err:518
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10 $
Err:518
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10 $
Err:518
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$
Err:518
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Reduce/Avoid IT Service Costs

Consulting Services (Hours)
Outsourcing (Hours)
Other
Other
Other
Total
One-Time
Annual Costs
Costs Avoided
Avoided
Quantity
5-Year Total
320 $
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320 $
Err:518
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320 $
Err:518
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320 $
Err:518
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320 $
Err:518
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$
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Other IT Cost Avoidance/Reductions

Reduce Bandwidth Costs
Reduce Heating, Cooling Costs
Reduce Other Facilities Costs
Other
Total
One-Time
Annual Costs
Costs Avoided
Avoided
Quantity
5-Year Total
40 $
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40 $
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40 $
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40 $
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$
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Direct Cost Savings - Business

Reduce/Avoid Travel Expenses
% of BI users impacted (travel
regularly and are likely to benefit from
the proposed solution)
# of employees impacted
Average number of trips per year
currently per impacted employee
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Direct Savings Worksheet
38 of 76
Direct Cost Savings

% of trips that could be avoided due
to the proposed solution
Trips avoided
Cost of average trip
Total Annual Benefit
5-Year Total
3%
$
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1,100
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Reduce External Business Services

Quantity
One-Time
Annual Costs
Costs Avoided
Avoided
5-Year Total
Consulting Services (Hours)
320
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Err:518
Outsourcing (Hours)
320
Err:518
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1.6
Err:518
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Other external services (Hours)
320
Err:518
Other
Other
Other
320
320
320
$
$
$
$
Security incident remediation-related

expenses (incidents/yr)
Total
Comments
Err:518
$
$
$
Err:518
Err:518
Reduce Operational/Administrative Expenses

Quantity
One-Time
Annual Costs
Costs Avoided
Avoided
5-Year Total
Comments
Supply costs
4,000
4 $
79,520
Supply Chain / Ops Data Integration (21%); Enhance BI

Platform (10%); Demand forecasting/planning (10%);
Fulfillment management analysis (10%); Activity-based costing
(10%); Supply chain analytics/optimization (8%); Production
and inventory analysis (8%)
Inventory carrying costs
4,000
4 $
82,463
Supply Chain / Ops Data Integration (20%); Enhance BI

Platform (11%); Production and inventory analysis (10%);
Demand forecasting/planning (9%); Fraud, waste, and abuse
detection (7%); Fulfillment management analysis (7%); Other
Data Integration (7%)
Working capital costs
4,000
4 $
81,133
Supply Chain / Ops Data Integration (18%); Other Data

Integration (10%); Enhance BI Platform (10%); Activity-based
costing (9%); Business process/activity monitoring (BAM) (7%);
Financial Data Integration (6%); Production and inventory
analysis (6%)
Other Operations Costs
4,000
5 $
93,483
Supply Chain / Ops Data Integration (13%); HR/workforce

analytics (12%); Other Data Integration (9%); Profitability
management (8%); Activity-based costing (8%); Enhance BI
Platform (7%); Fraud, waste, and abuse detection (7%)
Waste
4,000
5 $
102,405
Fraud-related expenses
4,000
5 $
98,388
Fraud, waste, and abuse detection (25%); Supply Chain / Ops

Data Integration (20%); Other Data Integration (13%); Enhance
BI Platform (12%); Activity-based costing (9%); Financial Data
Integration (7%); Marketing / Sales Data Integration (6%)
Printing/paper costs
4,000
1 $
17,442
Enhance BI Platform (40%); Supply Chain / Ops Data

Integration (19%); Other Data Integration (18%); Marketing /
Sales Data Integration (10%); Financial Data Integration (8%)
Other
Other
Other
4,000
4,000
4,000
$
$
$
$
Total
###
###
###
110,967
$
$
$
$
Fraud, waste, and abuse detection (28%); Supply Chain / Ops

Data Integration (25%); Enhance BI Platform (14%); Activitybased costing (10%); Other Data Integration (9%); Financial
Data Integration (5%)
554,833
Summar y
IT Savings
Software - Clients
Software - Servers
Hardware
IT Services
Other IT Costs
Total
Organization Total
Annual
Recurring
One Time
5-Year Total
One Time
Err:518
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$
Err:518
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$
Err:518
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$
Err:518
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Err:518
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Per BI User
Annual Recurring
Err:518
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5-Year Total
Err:518
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Business Savings
Travel Expenses
External Business Services
Operational Costs
Total
Total
$
$
$
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110,967 $
Err:518
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Err:518
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554,833
Err:518
Err:518
$
$
$
$
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28 $
Err:518
Err:518
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139
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Direct Cost Savings
$160
Direct Cost Savings

Operational Costs
$140
Benefit
($ per BI User)
$120
External Business
Services
Travel Expenses
$100
Other IT Costs
$80
$139
$60
IT Services
Hardware
$40
Software Servers
$20
Software - Clients
$5-Year Total
40 of 76
User Productivity Benefit Calculations

This worksheet estimates the business user benefits enabled by the selected initiatives.
Benefit / User / Yr
Improvement
Minutes/
Incident
Savings/Mo (min)
per Impacted User
See instructions below
Current (AsIs)
Incidents/
Month
Description
Casual User
Activity / Task / Process
Power User
% of Users
Impacted
Comments
Information Access & Analysis

Finding desired
data/information
Time searching for BI-related

information
100% 60%
10.0
15.0 ###
###
Err:518
Collecting/combining
data/information
Time combining information from

multiple sources
100% 60%
10.0
15.0 ###
###
Err:518
Data analysis
Ability/time to analyze, absorb, &

understand information
80% 40%
15.0
15.0 ###
###
Err:518
Ad hoc document creation
Creating ad hoc BI-dependent

documents
75% 50%
5.0
60.0 ###
###
Err:518
Report authoring
Creating recurring BI-related

reports/documents
20%
5.0
60.0 ###
###
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5%
Total
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Business Process Automation

Elimination of business
process activities
Time savings due to business

process automation (elimination of
manual or duplicative activities)
e.g. eliminate data entry into lineof-business applications
Workflow activities
Review, approval, routing,

signature collection of BI-related
information
Integration of applications
Time integrating applications and
data
and data
Total
5% 10%
10.0
20.0 ###
###
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20% 15%
10.0
20.0 ###
###
Err:518
25%
10.0
30.0 ###
###
5%
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Communication & Collaboration

Communication and
distribution of BI-related
information
Incl. KPIs, objectives, goals
30% 15%
5.0
15.0 ###
###
Err:518
Collaboration (dataintensive)
Time saved due to enhanced ability

to collaborate electronically
40% 15%
4.0
30.0 ###
###
Err:518
Total
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Performance Management
Financial planning and
forecasting
Planning and forecasting financial

information
20% 12%
0.25
180 ###
###
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Budgeting
Setting, routing, approval, and

tracking of budgets
20% 12%
0.25
180 ###
###
Err:518
Consolidation
Consolidation of financial
information
1.0
600 ###
###
Err:518
1%
2%
Total
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User Application Development

BI-dependent application
development
End-user development time of reusable BI-dependent capabilities

Time saved with new application
New application capabilities capabilities that were not practical

to develop in prior environment
50%
3%
50% 20%
0.3 180.0 ###
###
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5.0
###
Err:518
20.0 ###
Total
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Performance, Reliability, and Security

Response time
(performance)
Time waiting for BI-related systems

to resond to user inputs (e.g. query
response time)
50%
4%
20.0
3.0 ###
###
Productivity Worksheet
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Downtime or troubleshooting time of BI-related
systems
Incl self-help, peer support, and IT

support
50%
5%
1.0
20.0 ###
###
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Rework due to lost work or

data
Rework time due to lost work or

data (BI-related)
15%
3%
0.08
240 ###
###
Err:518
0.08 1920 ###
###
Err:518
10.0
###
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Intrusion, unauthorized use, Time dealing with security intrusion,

0.2% 0.2%
unauthorized use, data loss, etc.
data loss
100% 30%
2.0 ###
Total
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Total
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50%
Not
Adjusted
*Conversion Factor (portion of time saved that will be

effectively utilized to add real value to the organization)
Adjusted /
Discounted
*
Time dealing with security issue

avoidance such as passwords,
access permissions, etc.
Security pre-cautions
Summary
Information Access &
Analysis
Business Process
Automation
Communication &
Collaboration
User Application
Development
Performance, Reliability, and
Security
Total
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Business User Productivity Benefits (Discounted)

Average Annual Value per User
$0
$2
$4
$6
$8
$10
$12

Instructions
This worksheet estimates the business user benefits enabled by the selected initiatives. These benefits are calculated based on time savings of various common business activities
impacted by BI capabilities. Although these benefits are "Indirect" (not part of the budget), they are expected to impact profitability. Productivity estimates tend to more more conservate (yet
more comprehensive) than other methods of estimating business impacts. This analysis only estimates efficiency improvements, not effectiveness (agility, decision-making) improvements.
A conversion factor is applied on the following tab (not all saved time may be used to conduct other value-added activities).
Instructions:
1. Verify/modify the portion of Knowledge Workers and Task Workers that are likely to benefit from (be impacted by) each activity ("% of Users Impacted").
2. Verify/edit the number of "Incident per Month" for the impacted users. How many times per month will the user be affected? Can be 20 if user spends a certain amount of time dealing with
the activity every day (e.g. a total of 15 minutes thoughout the day every day waiting for the system to respond)
3. Verify/edit the time dealing with the activity per incident. Can be total time per day if "Incident per Month" is days.
Default values are based on 3rd party studies and prior detailed customer-specific studies.
4. Verify/edit the % reduction in time (efficiency "improvement") due to the selected initiatives.
5. Verify/edit the "Conversion Factor"
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43 of 76
Revenue Increase Enabled by the Solution

This worksheet estimates incremental revenue enabled by the solution. Not all projects will have credibly quantifiable revenue impacts. Revenue impacts can be difficult to accurately
assess. Research, analysis, and supplemental modeling is likely needed to credibly estimate true revenue impacts. One key is to target (at a detailed level) precisely what portion of
revenue is likely to be impacted and how the solution is enabling the revenue increase (the driver). This model assumes the initiative will enable a one-time revenue increase (the same
annual revenue benefit throughout the life of the solution).
Note that the benefit is the marginal profit on the incremental revenue, not the revenue itself. We recommend using net operating profit, not gross margin: in the long run, on average,
fixed costs tend to increase at the same rate as revenue growth.
Portion of Revenue Potentially Impacted by the Initiatives
Estimated Improvement
Revenue Driver
Improved Sales
Effectiveness
Revenue
Added
Revenue
Increase due Annual
Potential Portion of Revenue Impacted
to the
Revenue
Impacted
(% of Total) Revenue ($000)
Solution
($000)
Revenue potentially impacted
10.0% $
392,481
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by direct sales efforts
Improved Marketing
Effectiveness
Revenue most influenced by

marketing initiatives
5.0% $
196,240
Err:518
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Improved Customer
Service
Revenue most influenced by

quality of customer service
provided
5.0% $
196,240
Err:518
Err:518
New/Expanded Channels Revenue from new channels or

or Geographies
geographies
2.0% $
78,496
Err:518
Err:518
New/Enhanced
Products/Services
Revenue from newly introduced

products/services (introduced
within 12 months)
5.0% $
196,240
Err:518
Err:518
Improved Product
Availability (fill rate, uptime)
Revenue lost due to product

not available (out of stock,
downtime, etc.)
2.0% $
78,496
Err:518
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0.0% $
$
3,924,805
Other
Total
0.0% $
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Summary
The table and graph below summarize the annual profit on the revenue gain (the benefit).
$1
Profit
Margin (%
of Sales)
10.3%
Profit on
Revenue
($000)
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Benefit
($ per BI
User)
Err:518
Improved Marketing Effectiveness

Improved Customer Service
10.3%
10.3%
Err:518
Err:518
Err:518
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$1
New/Expanded Channels or Geographies
10.3%
Err:518
Err:518
$1
New/Enhanced Products/Services
10.3%
Err:518
Err:518
$0
Improved Product Availability (fill rate, up-time)
10.3%
Err:518
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$0
Other
10.3% $
Total (Annual)
Total (5-Year)
10.3%
Improved Sales Effectiveness
Comments
- $
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$1
$1
Annual Benefit
per BI User
$1
$0
$0
$0
$-
Other
Improved Product
Availability (fill rate, uptime)
New/Enhanced
Products/Services
New/Expanded Channels
or Geographies
Improved Customer
Service
Improved Marketing
Effectiveness
Improved Sales
Effectiveness
Revenue Worksheet
44 of 76
Key Perfor mance Indicator (KPI) Assessment

Not all benefits can credibly be translated into financial ($) benefit terms. These are sometimes referred to as intangible benefits. This worksheet provides a structure (one of
many) to estimate how the initiative may impact non-financial KPIs.
The percentiles shown are how the organization's KPI performance compares to others in the industry. 0% represents worst performance in the industry (laggard); 50% is
average performance; 100% is best in the industry (world class performance). For example, being at the 20th percentile implies that 80% of the other organizations in the industry
perform better. The "Improvement" indicates how much the organization is expected to improve KPI performance due to the solutions selected. The model assumes a linear
relationship between KPI performance and industry percentile -- a simplifying assumption.
Select "Business Objectives" and KPIs that are important to your business and are expected to be significantly impacted by the solution. Estimate "Laggard" and "World Class"
KPI values in your industry. Next determine what percentile your organization is currently performing at (the as-is KPI value is calculated). Next determine to what percentile you
expect the initiative will take you to. The to-be KPI value (and % improvement) are calculated.
Business Objective
KPI / Metric
Typical Industry
KPI Values
World
Laggard Class
Your Organization Performance

Percentile
KPI Value
ImproveAs-Is To-Be As-Is To-Be ment %
Business Management Effectiveness

Decision-Making Speed /
Reaction Time to Market
Event/Opportunity
Days to accumulate information,

analyze, collaborate, decide, plan (for
information-intensive decisions)
10.0
5.0
40% Err:518
8.0 Err:518
Err:518
Business Visibility
% of analytical data easily accessible

to authorized decision-makers
15%
75%
40% Err:518
39% Err:518
Err:518
Business Alignment
% of org. with auto-updated KPIs

linked to corporate objectives
15%
75%
40% Err:518
39% Err:518
Err:518
65%
75%
40% Err:518
69% Err:518
Err:518
Decision-Making Effectiveness Decision success rate %

Information Availability
% of desired information readily

available
30%
60%
40% Err:518
42% Err:518
Err:518
Information Quality
% of analytical data with single trusted

access point
30%
75%
40% Err:518
48% Err:518
Err:518
Sales/Marketing Performance
Customer Acquisition
Close rate (% of qualified sales

opportunities)
15%
19%
53% Err:518
17% Err:518
Err:518
Customer Retention
Customer annual turnover (%)
12%
10%
53% Err:518
11% Err:518
Err:518
Customer Satisfaction
% of customers that are highly

satisfied when surveyed
30%
95%
53% Err:518
64% Err:518
Err:518
Supply/Operations/IT Performance
Quality of Products/Services
Customer preference vs. competitive

products % (e.g. blind taste test)
30%
70%
40% Err:518
46% Err:518
Err:518
Defect rate
# of process/product/service
defects/errors per 1000
45.0
2.0
40% Err:518
27.7 Err:518
Err:518
Supply Chain Effectiveness
On-time delivery %
90%
95%
40% Err:518
92% Err:518
Err:518
Project management
effectiveness
% of document-intensive projects that

complete on-time / on-budget
50%
70%
40% Err:518
58% Err:518
Err:518
User computing experience

satisfaction
% of users that are highly satisfied

when surveyed
30%
95%
40% Err:518
56% Err:518
Err:518
Security
# of vulnerabilities (reduce attack

surface)
50.0
20.0
40% Err:518
37.9 Err:518
Err:518
System response time
Average BI-related system

(local/LAN/WAN) response delay
(Seconds)
3.0
0.2
40% Err:518
1.9 Err:518
Err:518
Financial Management Performance

Forecast Accuracy
Avg forecast error %
25%
13%
49% Err:518
19% Err:518
Err:518
Analysis/reporting Time
Avg time (days) to complete financial

reporting, planning, and forecasting
activities
30.0
24.0
49% Err:518
27.0 Err:518
Err:518
Cash Cycle Time
Days
30.0
24.0
49% Err:518
27.0 Err:518
Err:518
Compliance
% of regulations in full compliance
30%
99%
49% Err:518
64% Err:518
Err:518
Summary
The category as-is, to-be, and improvement average percentiles are summarized below. Note: the improvement (Imp.) is not the KPI value % improvement, it shows the
percentile point improvement.
Percentile
World
Class 100%
90%
80%
KPIs Worksheet
KPI Performance
Current (As-Is)
Simulated (To-Be)
70%
60%
50%Percentile
Performance
40%
45 of 76
53%
49%
40%

Supply/Operations Performance
Average
40% Err:518
53% Err:518
40% Err:518
49% Err:518
48% Err:518
Improvement
Simulated
(To-Be)
Current
(As-Is)
Key Perfor mance Indicator (KPI) Assessment
Err:518
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World
Class 100%
90%
80%
KPI Performance
Current (As-Is)
Simulated (To-Be)
70%
60%
53%
50%Percentile
Performance
40%
40%
49%
40%
30%
20%
10%
Laggard 0%
KPIs Worksheet
46 of 76
Business Intelligence ROI Tool Results Report
This BI Business Value workbook helps organizations assess/estimate the costs and benefits (ROI) of business intellige
This Excel tool is an advanced/comprehensive business value model (Business Intelligence ROI calculator) to support t
cases for enterprise-scale business intelligence projects. It provides a robust structure to help organizations assess the
benefits, and ROI) of BI initiatives. It also helps to assess the organizations current (as-is) and expected (to-be) matur
Maturity Model.
This Results Report summarize the results of the tool.
Summary of Results
These tables and graphs summarize the costs and benefits and calculates ROI, NPV, IRR, and payback period. The
PC and the total for the organization.
Costs (5-Yr)
Benefits (5-Yr)
Net Benefits
NPV (Net Present Value)
ROI (Return on Investment) - [Total Net
Benefits / Total Costs]
IRR (Internal Rate of Return)
Payback Period
Number of BI Users
Per BI User Organization Total ($000)

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$6
$4
$2
$1,200
$0
Costs (5
Costs & Benefits ($000)

Annual OnOne-Time
Going
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Initiative Benefit Summa

$12
Training & User

Labor
$1,000
$400
$560
IT Labor/Services
Software
5-Year Total
$6
Benefits ($ per BI User)
$4
$2
Hardware
$-
$10
$8
$440
$600
Costs ($ per BI User)
$200
$8
Err:518
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4000
Initiative Cost Summary (per BI User)
$800
Costs & Benefits

$12
($/BI User)$10
Err:518
Costs & Benefits ($ per PC)

Annual On5-Year
One-Time
Going
Total
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Costs
Benefits
Total Costs Vs
$5-Year Total
ROI Worksheet
47 of 76
$400
$200
$560
Software
$4
$2
Hardware
$Business$-Intelligence ROI Tool Results Report

5-Year Total
ROI Worksheet
5-Year Total
48 of 76

BI Capability Adoption and Initiative Investment Levels
The table below summarizes the extent of the organization's adoption of BI capabilities. The simulated (to-be) adopt
of selected initiatives enabling increased capability adoption. All costs in this model are based on scope/scale of initi
this model are based on improvements to capability adoption - adoption of more BI capabilities and best practices lea
performance. Details are contained in the "Initiatives" worksheet.
Current
Adoption
(As-Is)
Initiative
Investment
Level
Simulated
Adoption
(To-Be)
BI Capability
BI Applications
Financial Apps
BI Applications
65%
20%
30%
15%
34%
Major
Moderate
Major
Major
93%
52%
86%
83%
80%
Major
Major
Major
Major
91%
83%
93%
84%
Curre
Simul

55%
15%
65%
20%
43%
BI Application
89%
Enhance DW Platform
Data Management
Development
Enhance DW Platform
65%
75%
75%
80%
90%
77%
Moderate
Moderate
Moderate
Minor
Minor
79%
85%
85%
83%
92%
85%
40%
25%
25%
10%
25%
Major
Major
Major
Major
88%
85%
85%
82%
85%
Enhance DW Platform
Enhance BI Platform
Reporting
Analytical Tools
Enhance BI Platform
ROI Worksheet
Enhance BI Platform
Adoption
49 of 76

BI Maturity Levels
The chart below shows the organization's current (as-is) and simulated (to-be) maturity levels. The improvements ar
scope/scale of selected initiatives. This assessment is based on TDWIs BI Maturity Model. Improvements to maturit
higher business performance.
As-Is
To-Be
BI Maturity Levels
1
Infant
Child
Teenager
Adult
Sage
Scope
Sponsorship
Funding
Value
Architecture
Data
Development
Delivery
Maturity Level
Cost Summary
ROI Worksheet
50 of 76
Below are the initial design/development/deployment and added annual on-going costs required to fully deploy, adop
Additional details can be found below and on the "Cost" worksheet.
Hardware
Software
IT Labor/Services
Costs ($ per PC)

Costs ($000)
Annual On5-Year
Annual OnOne-Time
Going
Total
One-Time
Going
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$
348 $
42 $
560 $
1,392 $
169
$
354 $
17 $
440 $
1,416 $
69
Total
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ROI Worksheet
51 of 76

Benefits Summary
Below are the benefits enabled by the initiative. The detailed calculations are below and on the green benefit worksh
Benefit Summary
Benefits ($ per PC)

Benefits ($000)
Annual On5-Year
Annual OnOne-Time
Going
Total
One-Time
Going
$
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$
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Err:518
$
Err:518
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Err:518
Total
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Benefit Sub-Categories
IT Savings
Business Savings
$
Total
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Total
$
$
$
$
$
$
Total $
$
$
$
$
$
$
$
$
$
Cash Flow
Shown below are the costs and benefits by year, the net benefits (benefits-costs), and the cumulative cash flow. This
period, IRR, and NPV.
Costs
Benefits
Net Benefits
Cumulative Cash Flow
Payback Period (Months)
Initial
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Year 1
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Year 2
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Year 3
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Year 4
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$12
Cumulative Cash Flow ($/PC)
$10
$8
$6
$4
$2
ROI Worksheet
52 of 76

$12
Cumulative Cash Flow ($/PC)
$10
Business $8
Intelligence ROI Tool Results Report
$6
$4
$2
$0
0
Year
ROI Worksheet
53 of 76

Cost Details
The table/chart below provide additional cost details.
Costs ($ per PC)
Annual OnOne-Time
Going
5-Year
Total
One-Time
Costs ($000)
Annual OnGoing
Hardware
Storage Hardware
Server Hardware
Total
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Total
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Software
Server Software
Client Software
IT Labor/Services
Source System Inclusion / Integration IT Lab
Total
$
$
$
$
$
131
74
22
121
348
$
$
$
$
$
20
6
2
14
42
$
$
$
$
$
230
104
33
193
560
$
$
$
$
$
525
296
88
483
1,392
$
$
$
$
$
79
24
9
58
169
15 $
314 $
25 $
354 $
2
16
17
$
$
$
$
23
392
25
440
$
$
$
$
61
1,255
99
1,416
$
$
$
$
6
63
69

IT Training
End-User Training
End-User Labor
$
$
$
Total $
Total Costs
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Implementation Costs (Per BI User)

$1,200
End-User Labor
$1,000
$25
End-User Training
IT Training
$800
$600
Cost per BI User
$400
$392

$23
$193
$33
$104
$200
Source System Inclusion / Integration IT Labor

Client Software
Server Software
$230
$5-Year Total
Server Hardware
Storage Hardware
ROI Worksheet
54 of 76
$33
$104
$200
Client Software
Server Software
$230
Server Hardware
Business Intelligence
ROI Storage
ToolHardware
Results Report
5-Year Total
$-
ROI Worksheet
55 of 76

Benefit Details
The tables/charts below provide additional details regarding each of the four quantified benefit types.

Benefits ($ per PC)
Annual On5-Year
One-Time
Going
Total
$
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$
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$
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$
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$
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$
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$
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Total $
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Report creation
Data management
Integration
Administration
Other
One-Time
$
$
$
$
$
$
$
$
-
Benefits ($000)
Annual OnGoing
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BI IT Labor TCO Comparison (to support current capabilities)

$350.0
$300.0
$250.0
$200.0
Other
$5.7
$22.9
$45.3
$45.3
TCO per PC per Year

$150.0
$55.0
$100.0
Administration
Application
development
Integration
$57.3
Data
management
$55.0
Database
administration
$50.0
$As-Is TCO To-Be TCO
Report creation
Total IT Labor Change (labor TCO costs and savings/benefits)
BI IT Labor FTEs
10
9
8
7
6
5
4
3
2
1
0
9.5
BI IT Labor FTEs
ROI Worksheet
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10
9
8
7
6
5
4
3
2
1
0
9.5
BI IT Labor
FTEs
Business
Intelligence
ROI Tool Results Report
ROI Worksheet
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Benefits ($ per PC)
Annual On5-Year
One-Time
Going
Total
Benefits ($000)
Annual OnOne-Time
Going
IT Savings
Software - Clients
Software - Servers
Hardware
IT Services
Other IT Costs
$
$
$
Total
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28 $
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139
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Business Savings
Travel Expenses
External Business Services
Operational Costs
Total Other Direct Cost Savings
$160
$
$
$
Total $
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$
$
$
$
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111
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Direct Cost Savings
$140
Operational Costs
Benefit
($ per PC)
$120
$100
External Business
Services
Travel Expenses
$80
Other IT Costs
$139
$60
IT Services
$40
Hardware
Software - Servers
$20
Software - Clients
$5-Year Total

Benefits ($ per PC)

Benefits ($000)
Annual On5-Year
Annual OnOne-Time
Going
Total
One-Time
Going
$
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$
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ROI Worksheet
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$
$
$
$
Total $
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$
$
$
$
$
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Business Value of Productivity Benefits

User Application
Development
Communication &
Collaboration
Performance, Reliability,
and Security
Annual Productivity Benefits ($/BI User/Year)
Business Process
Automation
Performance
Management
Information Access &
Analysis

Improved Marketing Effectiveness
Benefits ($ per PC)

Benefits ($000)
Annual On5-Year
Annual OnOne-Time
Going
Total
One-Time
Going
$
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$
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$
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New/Expanded Channels or Geographies
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New/Enhanced Products/Services
Improved Product Availability (fill rate, uptime)
Other
Total
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$
$
- $
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$
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ROI Worksheet
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Annual Revenue Growth (Margin)

Other
Annual Benefit per PC
Improved Product Availability

(fill rate, up-time)
New/Enhanced
Products/Services
New/Expanded Channels or
Geographies
Improved Marketing
Effectiveness
Summary of Non-Financial Key Performance Indicator Changes
The table/chart below provides a summary of the 4 categories of non-financial KPIs. There are 4 to 10 specific KPIs
percentiles shown are how the organization compares to others in the industry. 0% represents worst performance in
average performance; 100% is best in the industry (world class performance). The "Improvement" indicates how mu
to improve KPI performance due to the solution. Additional details can be found in the "KPIs" worksheet.
Current (AsIs)
53.0%
40.3%
40.3%
49.3%
47.5%
Average
Percentile
Simulated
Improve(To-Be)
ment
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KPI Performance
World
Clas s 100%
Current (As-Is)
Simulated (To-Be)
90%
80%
70%
60%
50%
40%
53%
40%
49%
40%
30%
20%
Performance Percentile
10%
Laggard 0%
ROI Worksheet
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ROI Worksheet
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ness intelligence initiatives.

) to support the development of business
ns assess the business value (costs,
to-be) maturity levels using TDWIs BI
period. The results are shown average per
Costs Vs Benefits
12
s
10
$8
$6
$4
$2
$0
Costs (5-Yr) Benefits (5-Yr)
its ($000)
5-Year Total
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Summary (per BI User)

Revenue Growth
(Profit on)
User Productivity
Benefits
er)
Other Direct Cost

Savings
IT Labor/Services
TCO Savings
ar Total
ROI Worksheet
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Other Direct Cost

Savings
IT Labor/Services
TCO Savings
ar Total
ROI Worksheet
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to-be) adoption is based on the scope/scale

/scale of initiatives selected. All benefits in
practices lead to improved business
Capability Adoption Summary

0% 20% 40% 60% 80%100%

BI Applications
on / Integration
34%
80%
43%
89%
77%
e DW Platform
nce BI Platform
85%
25%
85%
Adoption %
ROI Worksheet
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ovements are simulated based on

nts to maturity levels typically result in
ROI Worksheet
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deploy, adopt and support the initiative.
000)
5-Year Total
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$
2,239
$
1,760
Err:518
ROI Worksheet
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enefit worksheets.
$000)
5-Year Total
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sh flow. This is used to calculate payback

Year 5
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Total
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NPV
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ROI Worksheet
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ROI Worksheet
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000)
5-Year Total
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$
$
$
$
$
919
415
131
773
2,239
$
$
$
$
91
1,569
99
1,760
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ROI Worksheet
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ROI Worksheet
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$000)
5-Year Total
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BI IT Labor Comparison (to support current capabilities)

As-Is TCO
To-Be TCO
As-Is FTEs
To-Be FTEs
TCO p e r PC pe r Ye ar
ROI Worksheet
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ROI Worksheet
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$000)
5-Year Total
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555
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$000)
5-Year Total
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ROI Worksheet
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$000)
5-Year Total
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$
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ROI Worksheet
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specific KPIs in each category. The

rformance in the industry (laggard); 50% is
ates how much the organization is expected
.
ROI Worksheet
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ROI Worksheet
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Workbook Table of Contents

Capability Assessment and Initiative

TDWI BI Maturity Assessment

Costs - Labor Implementation Costs - Labor

Implementation Costs - Hardware &

BI-Related IT Labor TCO and Labor

User Productivity Benefits

Revenue Increase Enabled by the Solution

TDWI Business Intelligence ROI Calculator

User Guide Worksheet

TDWI Business Intelligence ROI Cal

Key Performance Indicator Assessment

TDWI Business Intelligence ROI Calculator

User Guide Worksheet

TDWI Business Intelligence ROI Cal

Comprehensive BI capability/maturity assessment

Model Components / Flowchart

TDWI Business Intelligence ROI Calculator

User Guide Worksheet

TDWI Business Intelligence ROI Cal

TDWI Business Intelligence ROI Calculator

User Guide Worksheet

TDWI Business Intelligence ROI Cal

About TDWI's BI Maturity Model

TDWI Business Intelligence ROI Calculator

User Guide Worksheet

TDWI Business Intelligence ROI Cal

TDWI Business Intelligence ROI Calculator

User Guide Worksheet

TDWI Business Intelligence ROI Cal

1. Read the "Terms of Use" and "Disclaimer".

Terms of Use / End-User License Agreement (EULA)

For More Information

User Guide Worksheet

TDWI Business Intelligence ROI Cal

TDWI Business Intelligence ROI Calculator

User Guide Worksheet

ntelligence ROI Calculator

ssess/estimate the costs and benefits (ROI) of business intelligence initiatives.

TDWI Business Intelligence ROI Calculator

User Guide Worksheet

ntelligence ROI Calculator

TDWI Business Intelligence ROI Calculator

User Guide Worksheet

ntelligence ROI Calculator

des sample cost and benefit data for common BI initiatives.

TDWI Business Intelligence ROI Calculator

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ntelligence ROI Calculator

TDWI Business Intelligence ROI Calculator

User Guide Worksheet

ntelligence ROI Calculator

s to invest into implementing a variety of BI initiatives.

od) are included in the "ROI" worksheet.

ns of TDWIs BI Maturity Model. The eight categories are:

TDWI Business Intelligence ROI Calculator

User Guide Worksheet

ntelligence ROI Calculator

TDWI Business Intelligence ROI Calculator

User Guide Worksheet

ntelligence ROI Calculator

are desired, contact HCR.

you do not accept them, do not use the software.