Business white paper Measure your ITSM investments

Transcription

1 Business white paper Measure your ITSM investments

2 Table of contents 3 Executive overview 4 ITSM lifecycle requirements 5 The HP approach to ITSM: a comprehensive solution Professional services and consulting 8 Solution summary 9 HP Software ROI approach 11 Customer data and results Consolidating results 16 Conclusion 16 HP Software Services 16 Learn more 2 January, 2013

3 Executive overview Over the last decade, a radical change has occurred in the way IT organizations operate. IT executives bear greater responsibility and more accountability than ever before. Corporate executives and boards of directors no longer view IT merely as a provider of technology, responsible for maintenance and support. Today, IT is viewed as a full-fledged business unit that, along with finance, engineering, and other business units, contributes to the success of the enterprise. In this new era, information technology is more aptly described as business technology and the results IT produces are measured strictly in terms of the business outcomes it supports or delivers. For IT organizations to achieve meaningful business outcomes, technology and business decision makers need to align their goals and strategies more closely. This increased alignment between IT and business goes a long way toward helping IT broaden its perspective. Now, the focus is not just on technology alone and more on people and processes. These factors come together to effectively support business outcomes. To succeed in their new roles, IT executives need a new way of looking at service management one that goes beyond technology to take into account everything IT does to drive positive business outcomes. An integrated IT service management (ITSM) solution enables organizations to provide the high-quality services that are needed to do this. Companies seek to transform their IT organizations from a traditional technology provider to a service provider. Meeting this challenge requires a lifecycle approach to service management, to align business goals and IT objectives. A systematic approach to ITSM can help deliver higher quality services at reduced cost. The importance of ITSM has been recognized for many years and demand for ITSM solutions has been climbing. In today s business environment, however, all IT expenditures must be justified in financial terms. ITSM solutions are no exception. To help simplify the process of calculating ROI for HP ITSM solutions, we have developed a customer-centric ROI framework and a process to help its customers understand, quantify, and communicate the value of ITSM within their own organization. The HP ROI approach is based on first-hand research conducted with its customers and has been validated by HP customers across multiple industry segments. This ROI approach, along with the related customer examples, can serve as a starting point for an ROI analysis in any business organization that is considering the purchase of an ITSM solution. ROI for an ITSM solution can be quantified in terms of cost reduction, risk mitigation, or time-to-value benefits as suggested in Table 1. 3 January, 2013

4 Table 1. Categories for benefits Cost reduction Risk mitigation Time to value Improve cost control by automating IT services, processes, and tasks Standardize and automate best practices aligned with industry standards to increase IT staff efficiency and reduce costs Improve effectiveness of ITSM processes by leveraging integrated solutions for end-to-end change management and closed-loop incident management Understand the total cost of ownership (TCO) of delivered services Implement a standard, enforceable, and repeatable change process Reduce cost and risk by automating impact analysis, change execution, and compliance Mitigate risk by centralizing and enforcing processes Lower service disruptions through automated change control Reduce service downtime by directly visualizing what IT assets impact each service to quickly narrow the focus of troubleshooting Enable regulatory compliance and certification through effective process controls and improved attestation Isolate and address potential sources of impact to the business based on financial priority Gain visibility into the IT environment through discovery, service modeling, and dependency mapping Enable the change advisory board (CAB) to make change decisions based upon business service impact Automate change across the end-to-end service, including applications and infrastructure (client, server, network, and storage) with a single, integrated process Continuously measure and improve IT value to the business Accelerate process improvement by utilizing built-in best practices based on industry standards Monitor service levels proactively for expected performance Enable informed decisions to balance service cost and quality Provide actionable key performance indicators (KPIs) based on the Information Technology Infrastructure Library (ITIL ) v3 service lifecycle Manage and automate end-to-end change process, from capturing demand to implementing, reviewing, and analyzing for continual improvement This paper provides examples of ROI for the HP ITSM solution. These examples, coupled with the explanation of our ROI approach, are intended to help business managers develop an ROI analysis for their own unique business situation, quantifying the business benefits of ITSM in their environment. ITSM lifecycle requirements As information technology becomes increasingly important to business success, ITSM becomes a process of making sure that the goals of IT are aligned with the goals of business organizations. The challenge for IT is to go beyond technology and deliver services in a way that balances performance, quality, and cost. And the focus of IT is shifting from discrete technology initiatives to improving the economic value of business services and driving positive business outcomes. HP provides an integrated, enterprise ITSM solution that offers compelling benefits from a business and an IT perspective. 4 January, 2013

5 Traditional service-delivery models are insufficient for meeting the goal of transforming an IT organization from a traditional technology provider to a service provider in today s dynamic business environment. IT organizations have to fundamentally change the way they deliver, govern, and manage IT services and adopt a holistic, full-lifecycle approach. IT needs to recognize that value is derived from the services delivered, and IT needs to transform the agenda from process efficiency to service value. This more mature view of ITSM leads to a broader set of requirements. Table 2 summarizes the major categories of requirements of today s IT managers. Table 2. ITSM requirements Requirement Consolidated service desk Consolidated event management Self-service catalog and request management Change, configuration, and release management Continuous service improvement Asset and financial management Description Consolidate core service desk processes; at the heart of this is a configuration management database (CMDB) with automated discovery and dependency mapping Monitor, prioritize, and respond to risks in the production environment, automate incident management Reduce costs and increase responsiveness Provide visibility and control into change and release management, which reduces problems due to change collisions; enable change execution automation Help assure the quality and cost of service delivery and support, while demonstrating IT value to business Manage and control investments, assets, and resources ITIL v3 is considered to be the most cohesive set of best practices to transform IT organizations into service providers. With the release of ITIL v3, IT has been challenged to look beyond the underlying processes, focus on the service and its impact on the business, monitor their ongoing performance, and manage those processes to enable continuous service improvement. Consequently, many companies are looking for a way to adopt standard ITIL processes in an preconfigured solution. Organization s that are embracing ITIL are already targeting a service-centric approach to these challenges. A service-centric approach allows an organization to move from component-based IT delivery to a lifecycle approach. The HP approach to ITSM: a comprehensive solution 5 January, 2013 HP has the most comprehensive ITSM solution in the industry. Unlike software offerings and methodologies that focus only on internal IT processes, the HP approach to service lifecycle management improves the strategic functions between technology and business. It enables customers to align IT with business priorities and to deliver increased value from end to end. The HP ITSM solution enables an IT organization to proactively monitor its service levels to deliver expected performance, make informed decisions to balance cost and service quality, and provide decision makers with actionable KPIs across the ITIL v3 service lifecycle. As a thought leader and major contributor to ITIL v3, HP can take an IT organization to the next level and transform it into a service-focused organization. HP has one of the most complete approaches to the entire ITIL v3 service lifecycle, which goes beyond IT operations. Service lifecycle management is the most effective way for IT to organize itself around the delivery of services and offers IT a comprehensive and effective methodology for improving the quality, performance, and value of each service. The lifecycle includes: Service strategy HP has a full complement of solutions, including powerful and integrated project and portfolio management, to align with the business and customize the portfolio. Bidirectional integrations between HP Project and Portfolio Management and HP Service Manager provide better visibility into all IT demand and resource allocations.

6 Service design The HP IT Performance Suite offers industry-leading QA and testing, application security, and other preproduction solutions, integrated with HP Service Manager. A self-service catalog backed by complete request fulfillment helps define expectations for users and IT. Service transition HP has an end-to-end change management solution with full impact analysis and stakeholder collaboration. The HP solution also provides support for CAB activities such as approvals and scheduling. Service operation HP Service Manager is a full service desk including incident, problem, change, request fulfillment, and knowledge management. Preconfigured capabilities, as well as the ability to integrate with other HP and third-party solutions, provide strong support for the ITIL v3 definition of the service pipeline. Continual service improvement HP Service Manager s dashboard and HP IT Executive Scorecard help IT to perform better. They improve service cost and quality with out-of-the-box performance metrics and KPIs. HP ITSM solutions enable IT teams to put our ITSM approach into practice by consolidating service desks, implementing self service, constantly improving services, managing project portfolios and finances, consolidating event management, and controlling change, configuration, and release management to deliver value to the business at low cost and risk. Figure 1 shows our complete, integrated ITSM solution with a logical path for phased evolution. Figure 1. HP software solutions for ITSM Automation Self-service catalog and request management Change management Service-level management Service desk Incident and problem management Knowledge management Asset management Configuration management system (CMS) Consolidated service desk Standardize core incident and problem management processes Provide quality of service, delivery, and support Enhance agent and end-user productivity Change, configuration, and release Provide visibility and control into change and release management Self-service catalog Reduce costs and increase responsiveness Asset management Manage, rollup, and control investments, assets, and resources Automate incident remediation, change execution, and provisioning Reduce errors, increase speed 6 January, 2013

7 Professional services and consulting HP also provides strong professional services and consulting capabilities to enable full implementation and design of proven processes and technology in order to produce real ROI. Using information gained from implementing ITIL processes in many large international projects, HP created the Service Management Reference Model, which includes a set of process guides to cover ITIL v3 processes. The HP process guides contain process models based on ITIL and HP best practices that visually depict process activities, workflow, principles, participants, and inter-process relationships. Use of the process guides help you: Decrease time to design a detailed ITIL v3 to process by reusing the packaged intellectual property Reduce implementation cost by starting from a prepackaged solution Lower risk by following a secure path already tested and consolidated in many customer implementation projects Figure 2. HP service management reference model covers all five areas of ITIL v3 Regulatory environment Strategy and governance Supplier Customer Supporting services Continual service improvement Design and planning Services Operation and technology Transition and control Competitive environment HP ITSM solutions automate the dynamic link between the business and IT by providing the insight required to measure, assess, and control the business. These solutions help reduce cost, increase staff efficiencies, improve service delivery, and address compliance requirements. 7 January, 2013

8 Table 3. Value offered by each of the functional components of the HP ITSM solution Components HP Service Manager HP Asset Manager HP Operations Orchestration HP Universal Discovery HP Universal CMDB Capabilities HP Service Manager is a comprehensive and fully integrated IT service desk suite that helps you decrease the time it takes to resolve service problems. Fully integrated ITIL v3-based best practices and a highly scalable service-oriented architecture lets you deploy consistent, integrated processes throughout your IT organization. HP Service Manager also increases visibility with a consolidated view into all change activity automating impact analysis, risk assessment, and collision detection. HP Asset Manager is the foundation to asset tracking and financial management. IT can better understand what they have, where the assets are located, how much they cost, and who is using them from procurement to disposal. They can then enhance software license compliance for virtual and physical environments. HP Operations Orchestration software delivers IT process automation and preconfigured automated workflows for the data center, automating standard operations and critical ITIL processes, and improving service delivery. HP Universal Discovery provides real-time visibility into the dynamic relationships between applications and the underlying infrastructure. It maintains a topology map that enables you to quickly assess the business impact of IT issues. As a result, you can reduce the costs and risks of managing new services and making changes to existing services. HP Universal CMDB provides people and automated processes with a single version of the truth about the relationships between infrastructure, applications, and business services. This software, which integrates seamlessly with other HP software products, automatically maintains accurate, up-to-date information on infrastructure and application relationships. Solution summary HP Software offer the most comprehensive approach to ITSM and efficiently addresses long-standing concerns such as staff efficiency and cost reduction. At the same time, it mitigates business risk and drives business value by applying three key principles: Measure and improve IT value to the business HP solutions for ITSM enable IT organizations to proactively monitor service levels to deliver expected performance, make informed decisions to balance cost and service quality, and provide decision makers with actionable KPIs across the ITIL v3 service lifecycle. Improve cost control by automating IT services, processes, and tasks IT automation is the key to cutting costs, and HP solutions for ITSM help IT managers standardize and automate best practices to increase staff efficiency and reduce spending, integrate end-to-end service delivery, and fully understand the total cost of ownership of the services their teams deliver. Mitigate risk by centralizing and enforcing processes IT risk is business risk. The HP ITSM solutions mitigate that risk by helping IT teams automate change control to reduce service disruptions and achieve regulatory compliance and certification. It also isolates potential sources of business problems and addresses them according to financial priorities. For more information about HP ITSM solutions, including white papers and other collateral, visit hp.com/go/itsm. The remainder of this paper provides an overview of the HP ROI approach followed by examples of customer ROI-benefit scenarios that show the impact on business and IT for several functional areas of the HP ITSM solution. 8 January, 2013

9 HP Software ROI approach The HP Software ROI approach is based on third-party, validated models, and industry and customer research by leading IT consultancy company, IDC, and their ROI tool partner, leading ROI and TCO consultancy, Alinean. The ROI analysis process, models, and metrics were developed by researching overall IT spending and KPIs worldwide in over 37 different industries, interviewing selected customers to determine specific realized and proven value, and in directly engaging with customers with the methodology and tools to further refine the modeling and value estimates. This work resulted in the definition of a customer-centric ROI framework and process as illustrated and described in Figure 3. Figure 3. The HP ROI model approach Discover Challenges (anecdotes) Business applications Initiatives Infrastructure Align Value proposition Model Benefits and investment Deliver Customer data + = ROI result Business case package 9 January, 2013

10 Discover: A credible business case and ROI must be anchored in a customer s business reality. This schematic suggests four categories of discovery to hone in on. It is during this initial discovery stage that it is helpful to document challenges and specific problems. These challenges can be collected as business value and ROI anecdotes. 1 Align: The key to a successful ROI study is converting this somewhat abstract understanding of a customer s business context and business value anecdotes into a set of quantifiable value propositions. A value proposition is a specific, customer-centric statement of expected business or IT value, ideally, quantifiable in monetary terms. Model: Two types of models are crafted. The benefits model consists of a set of benefit worksheets. Each ROI-benefit scenario is a quantified value proposition representing the most granular unit of annualized business or IT value. HP has compiled a collection of ROI-benefit scenarios from our work to date that customers may find helpful in launching their ROI projects. Investment models provide HP Software-related costs as well as any incremental staffing or infrastructure costs associated with the HP solution. Deliver: The benefit and investment models are compiled into an ROI business case package. A clear understanding of the business perspective helps characterize a meaningful set of value propositions. Value propositions fall into two distinct categories business value and IT value. Business value propositions describe how using HP ITSM contributes to reduced business costs (for example, improved end-user productivity or headcount containment) or revenue protection (for example, higher availability of customer-facing or revenue-generating applications). Similarly, an IT value proposition demonstrates how HP Software contributes to IT cost reduction. Often this is expressed in terms of headcount containment, reduction in contractor costs, or deferral of infrastructure capital expenses. A properly stated value proposition should clearly connect an ITIL process with a business objective and a measurable benefit. For example, Automated change management reduces service desk costs by reducing the amount of unexpected activity reported to the service desk. Value propositions stated in this way can be transformed into ROI-benefit scenarios, the HP term for the most granular building blocks of IT or business value. ROI-benefit scenarios provide a consistent way to quantify value propositions. Taken together, a set of ROI-benefit scenarios can be aggregated to represent the value of existing or planned HP solution investments. ROI-benefit scenarios provide a consistent way to characterize value and incrementally quantify solution benefits. They can also be combined to look at higher-level ROI-benefit scenarios such IT service quality improvement, or visibility for decision making. The ROI result, or the total benefit to the business, can be measured by summing the value and the investment associated with all of the relevant ROI-benefit scenarios. By breaking the problem down into smaller, more manageable ROI-benefit scenarios, the HP approach simplifies ROI measurement and removes some of the uncertainty associated with collecting and analyzing ROI data. 1 A business value anecdote is a brief statement of a pain, or the observed or expected benefit of an HP solution from the customer s perspective. 10 January, 2013

11 Table 4. Key components of an ROI-benefit scenario Key component Description Example Pain point Value proposition Solution benefit summary Applications Calculation A customer challenge that can be addressed by an HP solution. A specific statement of business or IT value that links a specific HP function with a business objective and a measurable benefit. A description of the HP solution that explains how the value proposition claim is achieved. Which specific application environment is included in the scope of the business case? The specific metrics, assumptions, and data values used to quantify the value proposition. Ineffective release management leads to an increased number of incidents. Improved release management reduces the number and duration of incidents reported. It enables to deploy and upgrade hardware and software with minimal disruption to service quality. This results in a lower failure rate. The release management process is designed so that new or upgraded hardware and software can be deployed with minimal disruption to service quality. When done properly, this results in a far lower rate of failure of releases, and a corresponding load reduction at the service desk. Consolidated service desk Number of service desk calls Average call handling time Number of service desks Number of service requests Number of change requests Expected percentage range of improvement (conservative to optimistic) Customer data and results After discovering and assessing the current environment, the next step is to align how the HP solution can impact both IT and business processes in order to reduce costs, mitigate risks, or improve time to market. Quantifiable benefits can be estimated using ROI-benefit scenarios that transform high-level value propositions into customer-specific situations where benefits can be measured. The following examples based on real customer engagements show how to approach the process of building ROI-benefit scenarios. These examples also demonstrate the value of HP solutions, showing the potential for ROI within any organization that has similar business needs. 11 January, 2013

12 Example A: consolidated service desk A US-based financial institution had recently acquired two other financial services firms. Each company had its own IT service desk solution; therefore, the financial institution was supporting three unique service desk solutions at three separate locations. Each of these solutions was highly customized, offered limited automation and workflow, had high management and maintenance requirements, and offered limited visibility to processes. A commercially available, fully integrated, consolidated ITSM solution that could offer global management with local delivery was a top priority for the financial institution. In assessing their purchase of the HP service management solution, the company made three estimates of the reduction in cost associated with consolidating multiple service desks at multiple locations. A 20 percent reduction was eventually realized, but the company felt a 16 percent reduction would be a good conservative estimate. On the other hand, it was conceivable that as much as a 24 percent reduction in cost was possible, and thus 24 percent was included as an optimistic estimate. Table 5. ROI example for service desk consolidation US-based financial services firm: ROI through consolidation of multiple service desks at multiple locations Value proposition Solution benefit summary Applications Service desk consolidation reduces costs by consolidating multiple, silo-oriented service desks in multiple locations into one centralized, global service desk entity. Implementing a single service desk to support multiple, distributed locations reduces the costs for software license maintenance, hardware, staff, system administration, and processes. Consolidated service desk. Expected improvement with HP software solution ROI example Metrics Assumptions Conservative Probable Optimistic Cost for software license maintenance $774,548 Cost for hardware $774,548 Cost for help desk staff $1,161,822 Cost for system administration $580,911 Cost for service desk processes $580,911 Total cost before service desk consolidation $3,872,740 Projected reduction in costs resulting from service desk consolidation Total projected benefit from service desk consolidation 16% 20% 24% $619,638 $774,548 $929,458 Note: $ (USD) Table 5 shows the dollar value associated with these percentage reductions. These annual cost reduction estimates were calculated by multiplying the total cost before service desk consolidation by the corresponding percentage reduction associated with consolidation improvement. An annual probable savings of $775,000 USD was realized. 12 January, 2013

13 Table 6. ROI example for service desk call management Example B: Service desk and call management Every day, IT organizations face a set of competing challenges. On one hand, IT must adapt to constant change, greater complexity, and expanding user demand. At the same time, IT must play an increasingly important role in driving overall business results. Meeting these challenges requires the service desk to evolve, implement new processes, and resolve practices to service issues faster and more effectively. Implementing HP Service Manager is one of the most cost-effective ways to build the service management capabilities IT organizations need. For example, an US-based financial institution selected HP as their solution provider and realized two benefits by implementing HP Service Manager for their service desk and call management reduction of inbound and outbound service calls, and reduction in the duration of the remaining calls. These benefits resulted in lower costs and productivity improvements, which led to full time equivalent (FTE) reduction. Implementation of self-service capabilities, as well as the inherent standard operational processes within HP Service Manager, resulted in a reduction of both inbound and outbound service-desk calls. Most call types could be reduced between 20 percent and 40 percent; however, the company felt that password reset calls, a very common call type, could be reduced by 50 percent to 100 percent. US-based financial services firm: ROI by helping eliminate inbound and outbound service desk calls Value proposition Solution benefit summary Applications Automated incident management reduces costs by providing end user self-service capabilities, which in turn eases the load on the service desk by reducing a number of incoming and outgoing calls. End-user, self-service capabilities to open and check the status of tickets as well as improvements in operational processes such as incident management can help to ease the load on the service desk significantly by reducing a large number of incoming and outgoing calls. Consolidated service desk. Expected improvement associated with HP software solution ROI example Metrics Before HP Service Manager Conservative Probable Optimistic New calls/incidents $1,244, % 30.0% 40.0% Password resetting $1,036, % 75.0% 100.0% Status follow-up calls $995, % 30.0% 40.0% General non-it calls $870, % 30.0% 40.0% Outbound calls $471, % 30.0% 40.0% Total annual IT cost $4,618,108 New calls/incidents $995,246 $870,840 $746,434 Password resetting $518,360 $259,180 $0 Status follow-up calls $796,202 $696,676 $597,151 General non-it calls $696,674 $609,590 $522,506 Outbound calls $376,989 $329,865 $282,742 Projected annual costs $3,383,470 $2,766,152 $2,148,833 Projected annual benefit $1,234,638 $1,851,956 $2,469,275 Table 6 shows the dollar value associated with these percentage reductions. These annual cost reduction estimates were calculated by simply multiplying the cost of calls by type before implementing the HP solution by the corresponding percentage reduction associated with process improvement. A conservative annual savings of $1.23 million USD could be realized. 13 January, 2013

14 Example C: Change management The dynamic nature of change is a persistent issue in IT. Consequently, instituting change management practices to get ahead of issues before they become problems or violate service-level agreements is the key. Unexpected outages, upgrades, and one-off requests are costly, both in real dollars and in service delays. Even worse, the quick-fix approach may sometimes solve an issue in the short term but at the cost of long-term IT objectives. HP Service Manager Change Management responds to these challenges. It helps organizations institute a proactive, automated, and integrated approach to managing change. With change management, organizations can gain control of their IT infrastructure by automating processes that leverage industry best practices, such as ITIL principles. Here is an example. A US-based financial institution implements approximately 16,325 changes per year. However, the company lacked standardized change management processes, including workflow automation, which led to inconsistent implementation of changes. The company also lacked visibility into the outcome of changes for follow up. Implementing HP Service Manager Change Management helped the company reduce disruptions to service, decrease operational risk, make more efficient use of personnel, and significantly improve alignment with business units. Table 7. ROI example for change management implementation US-based financial services firm: ROI through implementation of change management processes Value proposition Solution benefit summary Applications Automated change management reduces incident response and resolution costs by integrating all change management processes enabling staff to resolve issues in a more efficient and timely manner. The solution automates the change process and reduces the amount of time required for each stage of the change lifecycle, including submission, acceptance, classification, planning, coordination and evaluation. It also reduces the number of FTEs required to implement changes. Consolidated service desk change management lifecycle. Projected percentage improvements with HP Service Manager Change Management solution ROI example Metrics Assumptions Before HP software Conservative Probable Optimistic Average hourly burdened labor rate for staff handling service requests $39.80 Projected percentage improvements with HP Service Manager Change Management Annual hours required for request management lifecycle tasks 30% 40% 50% Total projected annual cost $974,622 $682,236 $584,773 $487,311 Total projected annual benefit $292,387 $389,849 $487,311 The company believed that implementing HP Service Manager Change Management could result in a conservative 30 percent, probable 40 percent, or optimistic 50 percent reduction in time associated with the lifecycle of each change. Table 7 shows the dollar value associated with these percentage reductions. These annual cost reduction estimates were calculated by multiplying the total cost required for change management tasks before implementation of HP Service Manager by the percentage reduction associated with implementation of change management. If the optimistic value is used, a first year savings of $487,000 USD could be realized. 14 January, 2013

15 Consolidating results ROI-benefit scenarios (such as the ones discussed earlier) can be combined to provide an overall ROI analysis for the HP ITSM solution. The total savings from multiple ROI-benefit scenarios are aggregated to give a longer-term view of the benefits provided by the full implementation. Table 8 illustrates how the financial services company profiled could summarize the financial analysis of the three ROI-benefit scenarios. The table shows one row for each of the calculated ROI-benefit scenarios above. For each scenario HP calculates the net present value (NPV) of the annualized projected savings using a discount rate of 10 percent. The annualized savings values reflect the company-selected levels of projected improvement conservative, probable, or optimistic described in the ROI-benefit scenarios. In this case, the net present business value of the three scenarios is approximately $6.4 million USD for three years. Table 8. Consolidating results from ROI-benefit scenarios for HP ITSM solution Value category Value proposition NPV (Three years) Year 1 Service desk consolidation cost reduction Service call management process efficiency Change management process efficiency Service desk consolidation reduces costs by consolidating multiple, silo-oriented service desks in multiple locations into one centralized, global service-desk entity. Automated incident management reduces costs by providing end user self-service capabilities, which in turn eases the load on the service desk by reducing a number of incoming and outgoing calls. Automated change management reduces incident response and resolution costs by integrating all change management processes enabling staff to resolve issues in a more efficient and timely manner. $1,980,829 $774,548 $3,157,463 $1,234,638 $1,246,250 $487,311 Cumulative benefits total $6,384,542 $2,496, January, 2013

16 Conclusion Our proven ITSM solutions offer compelling benefits from both a business and an IT perspective. A complete enterprise management approach using HP solutions enables businesses to simplify ITSM and reduce total cost of ownership. Quantifying the benefits of HP ITSM can be done systematically, using an approach and methodology that HP has designed and refined over the years with your peers. The examples presented in this paper may serve as a starting point for an HP ITSM ROI analysis in any business organization. HP Software Services Get the most from your software investment. We know that your support challenges may vary according to the size and business-critical needs of your organization. HP provides technical software support services that address all aspects of your software lifecycle. This gives you the flexibility of choosing the appropriate support level to meet your specific IT and business needs. Use HP cost-effective software support to free up IT resources, so you can focus on other business priorities and innovation. HP Software Support Services gives you: One stop for all your software and hardware services saving you time with one call 24x7, 365 days a year. Offering you support for: VMware, Microsoft, Red Hat, and SUSE Linux as well as HP Insight Software Fast answers giving you technical expertise and remote tools to access fast answers, reactive problem resolution, and proactive problem prevention Global Reach Consistent Service Experience giving global technical expertise locally For more information go to hp.com/services/softwaresupport. Learn more Find out how HP IT Service Management software benefits your organization. Visit hp.com/go/itsm Sign up for updates hp.com/go/getupdated Rate this document Copyright 2010, 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. The only warranties for HP products and services are set forth in the express warranty statements accompanying such products and services. Nothing herein should be construed as constituting an additional warranty. HP shall not be liable for technical or editorial errors or omissions contained herein. ITIL is a registered trademark of the Cabinet Office. Microsoft is a U.S. registered trademark of Microsoft Corporation. 4AA1-8027ENW, January 2013