This is a very high level presentation on the business value assessments we (IBM) run to help customers see where value for an investment in IBM Portal software comes from.

1. Business Value Assessment
(BVA)

2. What is a Business Value Assessment?

3. Enterprise Portal Business Value Methodology
Business Value Assessment Modules
Business Value Day in the Life Architecture
Alignment Assessment ROI/TCO Case
Visioning
“What could “What might “What actions “How can we
we or should the portal should IT take financially
we do with a experience be to build & justify our
portal?” for us?” deploy our portal?”
Portal?”
A methodology

4. What does a business value
assessment output?
1 Background, Objectives and Approach
2 Business Needs and Portal Capabilities Alignment
3 A ‘Day-in-the-Life’ Demonstration
4 Financial Case
5 Recommendations and Next Steps (buy software)

5. How do we do it?

6. Executive Sponsor
Review Board
Content & Audience Perspective Leads
ETL Book Strategic Positioning &
Alignment
Technology Solutions
Leads
Program Managers
End Users
Director Corporate Communications
We conduct interviews with key stakeholders representing multiple
business areas to help us understand the business challenges

7. Identify business objectives and challenges that portal
capabilities could improve or eliminate
Corporate Positioning Business Objectives
1. Synthesize and align Vision, Strategy, and Execution content
1. Disseminate and scale Corporate Positioning content to an estimated audience
of 1.3 million ranging from Corporate Positioning , Directors and above, and
Field Sales to external thought leadership communities, channel partners, and
the external syndication audience
1. Improve productivity and operational efficiency in high-value business process
areas in support of Vision, Strategy and Execution content alignment and
dissemination
4. Model collaboration innovation in partnership with IT

8. Align capabilities with Business Requirements
Portal
Business Requirements Challenges Opportunities
• Inconsistent communication within
Integrated Business Portal
corporate user communities causes
Platform
challenges to alignment of strategy,
Strengthen vision, and execution • Roles-based content delivery
communication and • Lack of a common place and format to • Web Content Management
collaboration share content
• Web Conferencing & Recording
• Limited communication and
collaboration due to lack of tools other • Targeted executive and
than phone, e-mail, and travel management communications
• Presence Awareness
• Networks of informal contacts have been
built “the trick is to know who to call” • Presence Awareness & profiling of
Improve experts
Integrated Business Portal Platform
operational • Process redundancy especially in content • Team Workspaces
efficiencies for creation and reuse • Self Publishing to roles-based alerts &
creation and • Limited operational process optimization content – date/time controlled
sharing of content • Silo’ed websites • Personalization
• Common unified Search capability
• Multiple language and locale requirements
for global user communities • Language translation
• Single sign on

9. Capabilities Prioritization
4
High
Role Based Content &
Personalization
Alerts
Business Value Impact
Team Workspaces
3 Content taxonomy Pervasive Access
Language translation Dashboards
Continuous Content
Maint,
2 Offline Access WCM DAM
Search
Auto Workflow
Doc Mgmt
Biz Rules & KPI
1
Low
Prioritize portal capabilities by graphing Ease of
0
Implementation against Business Value Impact
0 2 4 6
Easier
Difficult Ease of
Implementation

10. Deliver a Day In the Life Demonstration

11. Deliver Financial Analysis ROI – NPV - Payback
A risk adjusted analysis of the proposed solution's
impact resulted in $12,616,018 of three year
cumulative benefits.
Of these projected benefits, $206,719 are direct
(hard) benefits and $12,409,299 are indirect (soft)
benefits.
Comparing the costs and benefits of the proposed
project using discounted cash flow analysis and
factoring in a risk-adjusted discount rate of 9.5%,
the proposed business case predicts:
 Risk Adjusted Return on Investment (RA ROI) of
505%
 Net Present Value (NPV) savings of $8,520,415
 Internal Rate of Return (IRR) of 1,166%
 Payback period of 11.0 months

12. Implementation Plan
2008 2009
Jan Feb Mar Apr May Feb 15 – AprilA S O N
June J 30 D J F M A
Dec 3 - 31 Jan 2 – Feb 18
Project Go
Siena Live
go- Phase
ahead One
Requirement
s & Design
Build
Testin
g
Phase 2
Phase 3
Phase 1 & 2 Audience: CP, Leadership, Internal Field, Partners Phase 3 Audience: CP, Leadership, Internal
Field, Partners, & External Audience
*Subject to change depending on full scope and technology solutions
required. Dependent on corporate portal architecture and infrastructure.

13. The end result will be a happy customer

14. Want to know more?

15. Chris Sparshott
chris_sparshott@nz.ibm.com
0064 21 574 696
(Sparkbouy)
sparkbouy@gmail.com
Portfolio
http://www.slideshare.net/sparkbouy/slideshows
Blog
http://chrissparshott.com
IBM
chris_sparshott@nz.ibm.com