Justifying ITIL
In today's cost consciousness climate rife with the mistaken belief that IT can no longer deliver a competitive advantage, more and more IT professionals struggle with justifying IT expenditures. The ITIL offers much more than process control – it provides a roadmap to doing more, for more, with less.

As the information technology used to support the business becomes a commodity, companies look closer at the costs of IT. Business managers continuously contemplate the worth of IT as they make decisions regarding its funding.

Since most IT departments have no idea of their own worth, they do not communicate it to their business customers. In effect, IT punts, and leaves matters of money, value, and worth to the business. Then, as would anyone left without visibility into IT worth, the business defaults to making decisions based on cost.

The results of this abdication include IT directives from the business that go something like this: “do more, for more, with less.” Most IT managers receiving this directive start to focus on cost reductions associated with working harder. They immediately start with the usual measures of trying to increase productivity and reduce costs. The result is also usually the same -- reduced head count and slowed hiring, limited pay increases, and other well meaning but counterproductive measures.

The usual measures normally demoralize IT and reduce the quality of services. The only way to “do more, for more, with less” is to work smarter, not harder. However, without a rebuttal to business managers, cost reductions become non-negotiable edicts based on bad assumptions derived from limited information.

How can you justify the cost of adopting IT Infrastructure Library® (ITIL®) best practices when you must also reduce costs? Following I describe some of the most powerful lesser known cost benefits of ITIL adoption. These methods can deliver rapid and lasting return on investment in as little as 10 days.

Vicious Cycle

The business knows that every dollar they recover from cost has a positive effect on profit. At the average corporate net profit margin of around 8%, they know that for every $1.00 they "take out of IT" they will gain the equivalent of about $12.50 "revenue." They do not always realize that these gains are short-lived. Sometimes, in desperation and without a plan from IT, they choose the "short-sighted" solution.

As you reduce costs in IT through the normal means (attrition, lay-offs, out-sourcing, etc.) there is almost always a corresponding reduction in IT service quality. These reductions in quality result in lost productivity -- and in time a subsequent loss of revenue and profit. The normal response after service quality drops to an intolerably low enough level is a new CIO, re-in-sourcing, infusion of capital, increased hiring, and new software solutions to improve productivity.

This vicious cycle of IT funding then repeats, and will continue to repeat until the model changes. The good news is that more and more senior leaders understand the vicious cycle presented above. The bad news is that most IT people have lived it so many times its [almost] comical.

The really good news is that adopting ITIL can break the vicious circle of cost and technology, and transform it into a virtuous circle of worth and service. Investing in ITIL provides the opportunity to do more, for more, with less.

Show Me the Money

The days of throwing money, people, and technology at problems are long gone. In any business climate, but especially today’s, IT infrastructure expenditures are scrutinized by senior management.

Due to the extreme costs involved with large IT infrastructure deployments and on-going operations of IT infrastructures, executive management including the CIO, CEO, and CFO all take an active part in IT decision making. Today IT purchasers are not only requesting Return On Investment (ROI) justification -- they are demanding it.

You have probably heard all the stories of huge companies saving hundreds of millions of dollars through applying IT Service Management best practices, including ITIL. Companies like Proctor & Gamble, Liberty Mutual, Caterpillar, and others have all publicly reported vast operational savings through IT best practices such as ITIL. You might wonder how they saved such money.

ROI is a standard accounting formula that compares the cost savings or revenue increase derived from deploying a solution with the investment required to deploy the solution. Since you know what a solution costs in advance, the key to determining an ROI is the identification of the savings resulting from the solution.

With regard to ITIL, there are really four main areas of savings potential:

Specific examples of ITIL empowered ROI include:

The ITIL provides a clear set of processes that deliver these and other savings. Instead of the usual belt tightening measures, here are five areas where ITIL can help you wring out costs:

  1. Vendor management savings
  2. Bandwidth management savings
  3. Asset management savings
  4. End-user productivity increases
  5. Increased labor efficiencies

Vendor Management Savings

Effective ITIL processes, as described in the V3’s Supplier Management process, provide the information to show you how good your vendors and their products are, allowing you to:

Vendor management savings occur through:

Bandwidth Management Savings

ITIL Capacity Management indicates how to determine current, historical, and projected future network capacities allowing you to:

Most engineers design links and circuits to handle peak load traffic. Often, some links or circuits are overloaded, underutilized, unbalanced, or nearing saturation. Using Capacity Management techniques, you can categorize links and circuits into these classification categories. Each category represents an opportunity for savings. Bandwidth management savings:

Asset Management Savings

Configuration Management can show you what IT assets or Configuration Items (LAN/WAN, server, equipment, OS, software, etc.) you have. Combined with other ITIL processes you can then determine the assets utilization. Knowing asset location and utilization lets you:

Many CIs can help with cost avoidance savings through:

End-user Productivity

Business is very dependent upon IT. ITIL processes and techniques show you how to quantify the business impact of outages. Understanding the financial costs of downtime lets you understand your costs for outages and downtime. You can increase productivity and revenue through defining, tracking, and optimizing the availability of services to your users. These savings can be identified and realized within 30 to 60 days.

When you can manage services as entities, and relate the impact a service has on your company’s productivity and revenue, you can begin making changes and driving strategies that increase end-use productivity; which results in higher profits and reduced costs. These savings can be identified and realized within 90 to 120 days.

Increased Labor Efficiency

Consider the labor savings and improved operation efficiency of a Configuration Management Database of all equipment, its make, model, idle ports and its operating system or OS version compared to the time required to acquire this information manually (in hours).


There are other areas where ITIL can have an impact on costs as well, but the ITIL empowered techniques in this article directly reduce costs and improve service in short timeframes. These are not pipe dreams. These are real, hard dollar savings that also improve corporate competitiveness, increase customer satisfaction, reduce operating expenses, and “do more for more with less.”

The next time the mandate is to “do more for more with less”, tell them you agree, and that your plan is to implement ITIL!

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