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When talking about the challenges and opportunities while driving business performance and
measuring return on investment (ROI), talking about business intelligence (BI) and business
alignment cannot be left out. This aside, it¶s critical to understand that there are different
opinions about BI and its related ROI calculations. Some global case studies claim 1,000+%
ROI, while some research analysts claim that 80% of BI initiatives fail to deliver. This is not
surprising, because, for the following reasons, BI ROI is difficult to measure in some projects,
although it is very evident in others. Here are some of the issues you should look out for when
conducting ROI exercises for BI deployments.

   The question of ownership is tricky when it comes to BI. The software is usually
co-owned by the business and the technical department. Figuring out the levels of credit given to
each entity can be difficult.


  




  The mesh of information and influencing factors makes
calculations of BI ROI rather complicated.

  

 Another impediment while calculating the ROI of a BI solution is that it was
never meant to be a performer but an enabler. The benefits which can be derived from it lie in the
decisions of the strategists who make use of information coming from it. ROI of your BI
deployment depends on the execution of the information generated by the solution.

That said, there are at least four ways of calculating BI ROI.

 







   The task of calculating returns on BI is not impossible. If not ROI,
maybe a new model could be used for calculating BI ROI. One model could be using the total
cost of ownership²correlate the capital invested in deploying the BI solution with the increase
in profits.

 

 



  Another feasible method is to check if the BI solution has achieved its
intended goals. For this, a prior assessment of the situation and the definition of a clear blueprint
(of expected progress) are very important. A best practice of sorts is to determine the aspiration
level in the organization, and how the solution will help. Using this as a checklist may help in
calculating BI ROI.

   
 

 
   BI can yield ROI through tangible and intangible
benefits. The tangible benefits can be calculated by evident increase in profit margins, by the
impact that the solution has had on the impacted practice, by the removal of non-performing
assets, and by the improvement in customer satisfaction. This will be a way of calculating
surrogate BI ROI. The list of intangibles would include technology consolidation, market
exploitation, targeting the right customers, data management through surveys, negating non-
performing assets, identification of fraud which would harm the company¶s reputation, and
avoiding money launderers.

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 Information generated through the BI solution can be used for
leveraging research and developing business strategies. This will also help put in place a data
system that can be accessed to base new plans of action. The success or failure of these can be
considered for calculating BI ROI.

Here's what Brooks and two BI analysts have learned about calculating ROI and effectively
justifying BI investments.

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   .

It's difficult to justify BI's price tag as an IT overhead cost, according to Betsy Burton, vice
president and distinguished analyst with Gartner. IT needs to work with business users to figure
out the business value of a BI application, she said.

That's exactly what Brooks does at BCBST. While his team provides guidance and estimates
resource usage and technology costs, they look to business users to justify the project's value.

"We really want the business areas to provide the benefits," Brooks said. "It's not up to us in IS.
We can say how much it will cost, but someone in the business ought to be able to quantify that
benefit."

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One of the biggest challenges in BI projects is determining accurate before-and-after metrics,

according to Gerry Brown, senior analyst with Towcester, U.K.-based Bloor Research
International Ltd.

"If you don't know where you're beginning from, it's difficult to work out the benefit at the end --
what your ROI is. You need accurate metrics at the beginning and accurate metrics at the end,"
Brown said.

But then some organizations run into a chicken-and-egg problem. Without a BI system, they
don't have accurate metrics. Without accurate metrics, they have trouble justifiying the potential
ROI of a new BI system. So organizations should do their best to find some hard measures, such
as where BI deployments will reduce costs or increase sales, but the real focus should be on soft
benefits.






  





 

The BI projects that Brooks leads at BCBST always have some kind of ROI calculation, he said.
Some projects enable obvious cost reductions by eliminating manual processes. But most
initiatives require collaboration with business people to determine ROI metrics, asking questions

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such as, 'How many clients will this new reporting tool help us gain or retain?' The calculation is
different for each project, he said, a sentiment echoed by Gartner's Burton.

"There's not a magic ROI equation for BI," Burton said. "There's clearly value and benefits, but
that doesn't really get to the ROI. What you need to focus on is: 'What is the business value?'
'How am I driving the business forward?' "

Bloor's Brown also recommended pushing ROI justification problems back to a potential BI
vendor. Vendors may be able to provide references from customers -- in similar industries -- that
can share their metrics.

"The supplier should be a source of ideas and best practices, and if they can't help you justify the
investment, you really have to question whether you want to go with that supplier," Brown said.

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The analysts and Brooks all agreed that while hard metrics are important, organizations should
sell their executives on BI's soft benefits.

"The main benefits you get from BI are intangible benefits of strategic value, such as faster
reporting, better management information, better decision making and more productive users,"
Brown said.

And even without hard metrics, there are often soft benefits that executives can appreciate,
Brooks said. For example, a recent corporate performance management project at BCBST
enabled the company to get rid of a manual, spreadsheet-based planning process -- improving
visibility and accountability.


 


  



When Brooks was first trying to sell his management on the concept of an enterprise data
warehouse, he wrote a white paper explaining the potential benefits and circulated it widely. This
document made its way to an executive who promised to help Brooks make the project a reality.

Executive sponsorship makes it much easier to sell these kinds of soft, intangible benefits,
according to Howard Tripp, a BI infrastructure consultant on Brooks' team.

"It helps to find somebody with credibility and a lot of political capital and attach yourself to
them if you're trying to get buy-off for the first time," Tripp said.

Here's what Brooks and two BI analysts have learned about calculating ROI and effectively
justifying BI investments.

 
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Maximizing Your Return On Investment From Business Intelligence

1. Know Where The Benefits Lie.

Besides delivering Online Analytical Processing (OLAP) - driven historical analysis or

predictive modeling based on neural-network algorithms, a BI solution can do much more to
maximize the return on investment (ROI) of your BI and Data Warehousing by:

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Preparing your data for the BI project is an essential part of maximizing your ROI. Obviously,
your BI solution won't solve anything or make you any money until it is given data to analyze,
and usually the quality of the analysis depends on the quality and organization of your data.

Many times, your executives will want to leverage data from a number of sources within your
organization, and even if your company's relevant data resides in a single repository, a thorough
validation and ³data cleaning´ of your databases should occur, to make sure that no nasty
surprises should occur. Make sure to factor in enough time and labor for this process to occur
M
 the BI package is deployed at your company.

 . Use it or lose it.

Your company won¶t realize the full potential of the new BI package unless a serious dedication
is put into training your staff, and integrating new business processes that utilize the creation
these BI reports. Without fully maximizing the breadth and repeatability of the new software,
you won't be able to maximize the ROI of your BI project.

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Our Business Requirements Methodology for BI provides you with:

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Clarity starts with the business drivers at the topmost levels within your organization, and then
maps a course to the detailed data elements you need to address them. This takes a coordinated
and inclusive approach to your business and its players; we have honed this approach over years
of project experience.

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This generates ownership in, and adoption of, the eventual BI solution.

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This enables you to change, enhance, and fine tune your BI solutions at any given time, over
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suffer from the all-too-common ³high expectations, low return´ predicament.

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This minimizes surprises as well as your risk. It also ensures that your BI solution produces the
precise results your stakeholders are looking for, without going off into the weeds.

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Total Cost of Ownership for Business Intelligence Application

December 26, 2007 by Raj Sheelvant

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Posted by Boris Evelson on January 23, 2010

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How much does it cost to produce a single BI report? Just like typical answers to most other
typical questions, the only real answer is ³it depends´. But let¶s build a few scenarios:

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Cost of 1 BI report also comes out to w,'
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Cost of 1 BI report is now wc'
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above, but I can easily see how the truly fully loaded cost might grow to w
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Of course this is only one side of a complete picture, cost/benefit equation, since the cost of
producing a BI report cannot be looked without referencing the value it provides. After all, if that
one report produces $100,000K in cost savings or in additional revenues, then even $20,000
becomes very attractive.

Suggestions for bringing the cost of BI down?

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Boris,

This post is thought provoking and I am sure that you will get a lot of discussion going.....I
personally think that you need to create metrics which will help you normalize cost/value/usage
across the reports and help you create fair comparison across all scenarios you mentioned.... here
are my thoughts

Value: Looking at reports without value they create might result in comparing apples and
oranges. Obviously your scenario¶s 3 and 4 are using lot of resources because they need that
level of sophistication to product those reports. I think looking at just cost without factoring in
value created by reports does not give you a fair picture. Possibly a composite metric which
could capture ³Reporting $ required for per $ of value created´ would be a better measure to
compare investments in reports across these scenarios. That way a light weight report (scenario
1) can be fairly compared with heavy weight report scenario 3 or 4).

Audience/# of users: We need to factor in the # of users who are going to consume this report.
Normalize the cost of the reports across # of users. So a metric like Reporting $ per user for a
report would help normalize comparisons across reports.

Also, in scenarios 2 through 4, it seems to me that your are assuming a complete analysis area
and not just ³single report´.(basing this assumption on fact that you are factoring in the other
investments done in the enterprise data warehouse). In this case«. There are many reports/report
outcomes which will come out of those activities not just single report (For example building
sales by territory report which allows you drill downs across sales territory, verticals etc«. will
result in many reports).

let me know what your thoughts are

Vish Agashe
http://vishagashe.wordpress.com

re: Bottom Up And Top Down Approaches To Estimating Costs For A



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Vish, very constructive suggestions, thanks. I redid the numbers a bit and that lowerd the fully
loaded cost to $13K-$20K. Also, yes, it definitely makes sense to mention the value of these
reports, but it's not the purpose of the blog to try to build a BI ROI business case. That's a tough
proposition that I reviewed here
http://www.forrester.com/rb/Research/business_case_for_bi_now_more_critical/q/id/54955/t/2

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re: Bottom Up And Top Down Approaches To Estimating Costs For A


      
  
  

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Boris:

Excellent analytical approach. But some things are still missing from the analysis.

First, you only include upfront costs of developing reports, but you don't include life-cycle costs
of report maintenance, which probably are proportional to report complexity, number of fields,
number of joins, and number of sources. Perhaps you should include a life-cycle cost multiplier
in your equation, factoring in report complexity. That would increase report costs, of course,
while delaying the break-even date for each report.

Second, you amortize "average BI software deal" cost only by the number of reports in a given
department, but fail to include the fact that this cost is also spread across other BI apps, such as
ad-hoc queries, dashboards, intelligent search, and interactive visualization. If you include those
other apps in your analysis (I like to refer to this as "economy of scope," that will reduce the cost
per BI report.

Third, you can't realistically estimate the per-report value by speculating on the possibility that a
single report costing, let's say, $13,000, leads to a business opportunity worth, let's say,
$100,000. I refer to that as the "lottery value" of BI--in other words, the possibilty that some
scrap of actionable info led to a breakthrough insight that unlocks unlimited potential value. By
that same token, you could justify anything as as the potential "ticket to paradise." (Keep in mind
that the only person who ever cashed in a ticket to paradise had 2 of them, and that he already
had money in his name).

Jim

re: Bottom Up And Top Down Approaches To Estimating Costs For A



   
  
  

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Boris:
Interesting analysis. I'm curious why open source BI & ETL would not be a consideration for
lowering costs? Typically a support and update subscription to OSS is significantly less than
traditional solutions, while self support versions are completely free. Also, might be helpful to
represent your data as a table to read more easily.

- Mike
http://www.jaspersoft.com

re: Bottom Up And Top Down Approaches To Estimating Costs For A



 



 
  
  

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Boris,
Great work on showing some different ways of determining the cost of a report. It proves that
developing a cost model is an art, not a science. But there is some science to it.

I know you are not trying to use this as an ROI model, but that seems like a good test for the
numbers. So, my thought is to apply it to one of our customer scenarios.

A couple of years ago, we helped one of our customers set up a Business Intelligence
Competency Center. As a result of new governance models and better cross-polination between
business and BI, they have reduced the number of reports being generated by analysts from 6000
down to 180. The best part of this story is that with fewer reports, they are exceeding the
expectations of the business compared to pre-BICC.

So, here's the math...

If you take the low end of the bottoms up approach, they would be saving $10.7M. If you take
the top down approach, they would be saving $48M. Either way, it's a very significant savings.

I would love to send your data to our customer and get their feedback. Even if the end result is
not accepted by them, the approach is certainly one they should consider. Thanks for your work
on this one.

-John

re: Bottom Up And Top Down Approaches To Estimating Costs For A



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John,
It took me a while to have any faith in the numbers, so I went ahead and did my own rough
calculations based on a large report development effort I participated in over the past year. The
per report numbers (using a highly normalized database, rudimentary reporting tools, and
waterfall methodology) come out to be about $2,000 of effort per report. Thanks for taking the
time to work through some of the other math.

The analysis begs the question, though - how much can an organization expect to save by
following the advice you provide?

Self Service yields a 20% savings?

Agile BI practices is a 15% cut in development time?

Any metrics on that part of the conversation or what highest cost components are in the
development costs. Technical skills. Subject matter expertise.

Thanks for the thought provoking numbers!

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Boris, this is great. I find it remarkable that more has not covered on this topic in the industry ± I
think you¶re on to something.

Based even on your conservative estimates, one can see that the cost of running a traditional BI
deployment can get significant ± quickly exceeding the cost of the software and hardware itself.
With high per-report costs like this, it¶s no wonder IT organizations force users to really think
through their questions and requests before embarking on report writing efforts.

But if users are forced to map out their precise questions in advance, what room is left for users
reacting to interesting things spotted in reports, exploring follow-on questions, or asking an
unanticipated question? While the costs alone are an argument for more ³self service´ BI and
analytics, the real benefit for more user-driven models is that users themselves can ask and
answer their own questions as they come up without going through IT for every new request.
This leads to new insights and better decision making.

re: Bottom Up And Top Down Approaches To Estimating Costs For A



 



 
  
  
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Paul,
It was the business to IT interaction, taking place in the BICC, that lead to the savings. The IT
side learned to ask questions about what the business actually needed and the actual use of the
data. And the business finally understood more about what the BI team could produce. When
these two worlds came together, many of the reports were eliminated because they were no
longer necessary. It's the process of information governance in the BICC that leads to the
savings. Tom Gransee wrote a great white paper on "Building a Business Intelligence
Competency Center" that might interst you. It's one of the best I've read: http://ow.ly/10saR Tom
used to teach at TDWI.

re: Bottom Up And Top Down Approaches To Estimating Costs For A



 
 
  
  
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L.s,

Good article. In the costs however i miss the DB License and maintenance costs.... which can
make a huge difference.

re: Bottom Up And Top Down Approaches To Estimating Costs For A



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Thanks for the thought-provoking article Boris. Of course there are often more factors that can
be brought into a method for estimating costs for BI report development. Some big ones are: pre-
packaged enterprise data models (denormalized views/queries and dimensional models), pre-
packaged ETL scripts for popular ERP/CRM applications, pre-packaged reports/dashboards as
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well as offshore report development. I like John's comment about the BI Competency Center as
well...building fewer of the highest value reports would definitely help.

re: Bottom Up And Top Down Approaches To Estimating Costs For A



   
  
  
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Boris, just posting a reference to Roman's article about your calculations. Would be curious to
see your reply as well.

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The ROI provides individuals with a financial measure that quantifies the financial benefits over
the costs of a BI project. The calculation evaluates the discounted projected cash flows derived
from the savings generated by the BI project divided by the initial investment. With this financial
measure, several assumptions have to be made that can significantly impact the analysis. These
assumptions include estimating the cost of the BI project, the cost to maintain the current
reporting environment and an acceptable time horizon or payback period. Quantifying these
assumptions can be challenging, but the information is available from third-party organizations
and internal groups within the organization.

 

  


What is the total cost of implementing a BI application? The cost can be divided into two
categories: direct and indirect. Direct costs are tangible cash outlays an organization can clearly
identify with respect to the initiative and includes the purchase price of the software,
maintenance or support fees, implementation expenses such as internal and external labor costs,
additional hardware and software needed to support the BI application, and user training. The
indirect costs are not as easy to identify or quantify. Because they usually occur after the BI
application has been implemented, they are often not factored into the total cost of implementing
a BI application. However, these indirect costs are a major component of the total cost. They
include upgrade of client machines, upgrade of network communication, upgrade of supporting
software, additional internal support for users and user training beyond the initial training.
Understanding the total cost of implementation is imperative if the organization needs to stay
within budget. It can also help determine the phases of implementing the BI application. Cost
components of this project such as software costs, maintenance or support fees and average
configuration cost can be obtained from external resources. The estimated cost of implementing
a BI application will be used in the ROI calculation.

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±YZ Corporation is interested in implementing a BI application to serve as its enterprise-wide,

ad hoc query and reporting tool. However, the project sponsor and senior management wants to
know what the ROI would be on the BI project because it will be a tremendous undertaking.
±YZ Corporation¶s current reporting environment requires 1,200 hours/month of support.
Replacing the current reporting environment with a BI application will incur the following
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Since the rate of return is significantly greater than 0 percent, conducting the BI project will be
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After applying the organization¶s financial measurements to the BI project, a sensitivity analysis
can be performed. A sensitivity analysis is conducted by numerically creating scenarios for a
variety of project outcomes. Each scenario is assigned a probability, and the appropriate financial
measurement is applied. For a BI project, three outcomes may be a successful, partially
successful and failed BI implementation. A percentage is assigned to each outcome as to the
likelihood that the outcome will occur. If the percentage assigned to a successful outcome is less
than 50 percent, the project should be reevaluated and the critical success factors need to be
addressed because the chances of a less than successful project is great. Applying the ROI in a
sensitivity analysis can help executives evaluate the risk and potential gain or loss of the BI
project. For the example in Figure 2, a probability percentage as been assigned to each outcome
for ±YZ Corporation¶s BI project.

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While the ROI calculation is one measure to evaluate a BI project, there are other nonfinancial
considerations that should also be addressed. These nonfinancial considerations, or qualitative
analysis, may include improved information dissemination, improved information access,
propagation of knowledge about the organization through training and the use of the BI
application. Striking a balance between the financial measurement and the qualitative analysis is
crucial in both winning support and in the ultimate success of a BI project.



The quantitative and qualitative benefits of a BI project need to be evaluated before the project is
undertaken. Calculating the ROI on a BI project is one means of measuring the benefit to the
organization. But even more critical to the success of the BI project than the calculated costs,
benefits and ROI is the extent of buy in for the project from the executive leadership and the
business operations of the organization. Having support for the BI project from senior
management as well as user involvement in the configuration of the application(s) is essential to
its success. Without the necessary support and involvement, the ROI calculation for the BI
project is meaningless.

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The client is a US based bank with worldwide locations, providing all aspects of banking
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To conduct situational analysis of the existing reporting structure, evaluate and recommend BI
Tools, to assess client-reporting requirements, and design performance dashboards. To design the
BI rollout plan, including choice of BI tool, DW and ETL strategies.

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`‘ + 

& : 10 days of interaction with the Singapore Center by interviewing
process owners and by gathering and reviewing various data for a clear cut understanding
of the problems in the Treasury Operations.
`‘ 

+: An offsite activity wherein the Business Heads of various entities
were involved in providing information on specific issues which set the priorities for the
Project.
`‘ -

!  
: Based on the situational analysis and the expectation survey, a
clear-cut definition of the problem and a defined action plan was evolved.
`‘ Ê
+


  
: 5 days of on-site interaction with Top Management
helped define the short and long term goals. Eight Key Performance Indicators (KPI)
were identified to measure the effectiveness of Business Processes.
`‘ -

  
+ 
! : Based on the data availability, importance of
the measurement, frequency of KPI monitoring, and drill down of data, a Performance
dashboard - which became the input for the Business Intelligence process - was evolved.
`‘ Ê 
 
   : Using Business Objects, a business intelligence
initiative was designed. Cubes with various dimensions were designed to monitor the
KPIs and generate various views and reports. Automation would ensure auto refreshing
of cubes and periodic publishing of reports.

Ê  

`‘ A BI project roll out plan was designed specific to the customer, resulting in identifying
the right tools, right timelines and project effort and time estimation
`‘ Key Performance Indicators were identified
`‘ Dash boards and Balanced score cards were developed
`‘ Unbiased recommendation of BI Tools was provided.

è
   

`‘ Initial study and gathering requirements - 6 weeks

`‘ BI project implementation - Five months
`‘ Training of client staff and fine tuning BI implementation: 2 months






.

  
/

`‘ On Site: Senior Process consultant and BI Expert

`‘ Offsite: Domain experts in Banking domain

èc