Microsoft Infrastructure Guidancedownload.microsoft.com/download/f/6/a/f6acc021-a05a...Reduce the cost and complexity of designing, building and d Active Directory infrastructure environment

Microsoft Infrastructure GuidanceBusiness Benefits

Microsoft Infrastructure Guidance Business Benefits

Prepared by

Microsoft

Version 1.0.0.0 Baseline

First published

21 March 2007

Copyright

This document and/or software (“this Content”) has been created in partnership with the National Health Service (NHS) in Engl

Rights to this Content are jointly owned by Microsoft and the NHS in England, although both Microsoft and the NHS are entitled to in

their rights of ownership. Microsoft acknowledges the contribution of the NHS in England through their Common

Readers are referred to www.cui.nhs.uk for further information on the NHS CUI Programme.

All trademarks are the property of their respective companies. Microsoft and Windows are

Corporation in the United States and/or other countries.

© Microsoft Corporation and Crown Copyright 2007

Disclaimer

At the time of writing this document, Web sites are referenced using active

time, these links may become invalid. Microsoft is not responsib

The example companies, organisations, products, domain names, e

association with any real company, organisation, product, domain name, e

Microsoft Infrastructure GuidanceVersion 1.0.0.0

This document and/or software (“this Content”) has been created in partnership with the National Health Service (NHS) in Engl

to this Content are jointly owned by Microsoft and the NHS in England, although both Microsoft and the NHS are entitled to in

their rights of ownership. Microsoft acknowledges the contribution of the NHS in England through their Common User Interface programme to this Content.

for further information on the NHS CUI Programme.

All trademarks are the property of their respective companies. Microsoft and Windows are either registered trademarks or trademarks of Microsoft

Corporation in the United States and/or other countries.

Crown Copyright 2007

At the time of writing this document, Web sites are referenced using active hyperlinks to the correct Web page. Due to the dynamic nature of Web sites, in

these links may become invalid. Microsoft is not responsible for the content of external Internet sites.

The example companies, organisations, products, domain names, e-mail addresses, logos, people, places, and events depicted herein are fictitious. No

association with any real company, organisation, product, domain name, e-mail address, logo, person, places, or events is intended or should be inferred

Microsoft Infrastructure Guidance Business Benefits 1.0.0.0 Baseline

Prepared by Microsoft

This document and/or software (“this Content”) has been created in partnership with the National Health Service (NHS) in England. Intellectual Property

to this Content are jointly owned by Microsoft and the NHS in England, although both Microsoft and the NHS are entitled to independently exercise

User Interface programme to this Content.

either registered trademarks or trademarks of Microsoft

hyperlinks to the correct Web page. Due to the dynamic nature of Web sites, in

il addresses, logos, people, places, and events depicted herein are fictitious. No

mail address, logo, person, places, or events is intended or should be inferred.

Page ii

http://www.cui.nhs.uk/

Microsoft Infrastructure GuidanceVersion 1.0.0.0

TABLE OF CONTENTS

1 Executive Summary ................................

2 Introduction ................................

2.1 Value Proposition ................................

2.2 Audience ................................

2.3 Prerequisites ................................

2.3.1 Knowledge Prerequisites

2.3.2 Business Prerequisites

3 Using This Document ................................

3.1 Document Structure ................................

4 Creating a Business Case

4.1 Business Benefits ................................

4.2 Total Cost of Ownership (TCO)

4.3 Business Value Methodologies

5 Assessing Business Benefits

5.1 Core Windows Platform Benefits

5.2 HPO Microsoft Infrastructure Guidance Benefits

5.3 Using all of the HPO Microsoft Infrastructure Guidance

5.4 Planning Timeline Comparisons

6 Business Benefits – Evidence

6.1 Infrastructure Optimisation

6.2 Early Adopter Benefits ................................

6.3 Public Case Studies................................

APPENDIX A Rapid Economic Justification

APPENDIX B Business Benefits Input

APPENDIX C The Microsoft Infrastructure Optimisation Model

APPENDIX D Document Information


ONTENTS

................................................................................................

................................................................................................................................

................................................................................................

................................................................................................................................

................................................................................................

Prerequisites ................................................................................................

Business Prerequisites ................................................................................................

................................................................................................

................................................................................................

................................................................................................

................................................................................................

st of Ownership (TCO) ................................................................................................

Business Value Methodologies ................................................................................................

Assessing Business Benefits – Inputs ................................ ................................

Core Windows Platform Benefits ................................................................

HPO Microsoft Infrastructure Guidance Benefits ................................................................

Using all of the HPO Microsoft Infrastructure Guidance ................................

Planning Timeline Comparisons ................................................................

Evidence ................................................................................................

Infrastructure Optimisation ................................................................................................

................................................................................................

................................................................................................

Rapid Economic Justification ................................................................

Business Benefits Input - Public Data ................................ ................................

The Microsoft Infrastructure Optimisation Model ................................

Document Information ..............................................................................................


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Microsoft Infrastructure GuiVersion 1.0.0.0

1 EXECUTIVE SUMMARY

As part of a body of work with a UKinfrastructure-focused architectural and deployment guidelines and supporting toolshealthcare industry. This collection of guidance documents and tools is referred to as Platform Optimisation Guidance

Across healthcare organisationsservices, protect the safety of patients, and increase the productivity of clinicians and administrative staff. Looking to the future, both patients and clinicians will benefit from a more consistent experience of using their IT systemsPlatform Optimisation Guidance reduce the cost of deploying and operating a Microsoft infrastructure in a healthcare environment. Furthermore, by improving the usabilitexperience it is possible to help reduce clinician error, reduce training costs and maximise the productivity of the users of IT systems.

This Business Benefits documentPlatform Optimisation Guidancebenefits and enablers that can be achieved by following the Guidance.

This Business Benefits documentof improving infrastructure. The current best-practice in moving IT infrastructures towards the goals of being more easily deployable, centrally managed and secure.infrastructure improvement projectimprovements will result in business benefits. Every business case will be different, but the inputs and evidence presented in this cases, once the strategic objectives of the

The deployment of a Healthcare Platform Optimisation (HPO)likely to realise greatest benefits in the following categories

� Reduced expenditure

� Accelerated solution design and deployment

� Lower administration costs

� Lower end-user training costs

� Fewer helpdesk calls

� Increased manageability and supportability of the deployed platform

� Increased productivity

� Increased end-user productivity

� Increased IT administrator productivity

� Better use of IT resources

� Increased service availability

� Stronger IT governance and compliance with

By using the Healthcare Platform Optimisation Guidancethe shared knowledge and experience of other accelerate the design, deployment and management of an appropriate Microsoft server and desktop infrastructure.


UMMARY

a body of work with a UK-based healthcare organisation, Microsoft® focused architectural and deployment guidelines and supporting tools

. This collection of guidance documents and tools is referred to as Platform Optimisation Guidance throughout this document.

healthcare organisations there is an ever-increasing reliance on IT systems to help improve safety of patients, and increase the productivity of clinicians and administrative

staff. Looking to the future, both patients and clinicians will benefit from a more consistent their IT systems, whenever and wherever they use its serv

Platform Optimisation Guidance aims to help healthcare organisations to maximise the benefits and reduce the cost of deploying and operating a Microsoft infrastructure in a healthcare environment. Furthermore, by improving the usability of the desktop environment through a consistent user experience it is possible to help reduce clinician error, reduce training costs and maximise the productivity of the users of IT systems.

document complements the technical guidance provided by the Platform Optimisation Guidance. It provides guidance, references and inputs around the

and enablers that can be achieved by following the Healthcare Platform Optimisation

cument assists with creating a business case to explain the advantages of improving infrastructure. The Healthcare Platform Optimisation Guidance offer

in moving IT infrastructures towards the goals of being more easily deployable, centrally managed and secure. In order to secure approval and funding for an infrastructure improvement project, it is often necessary to demonstrate that the technical

ements will result in business benefits. Every business case will be different, but the inputs and evidence presented in this document are valuable resources for inclusion in many business cases, once the strategic objectives of the healthcare organisation writing the case are understood.

Healthcare Platform Optimisation (HPO)-based Microsoft infrastructure is likely to realise greatest benefits in the following categories:

Accelerated solution design and deployment

Lower administration costs

user training costs

Fewer helpdesk calls

Increased manageability and supportability of the deployed platform

user productivity

Increased IT administrator productivity

T resources

Increased service availability

Stronger IT governance and compliance with healthcare standards

Healthcare Platform Optimisation Guidance, a healthcare organisationthe shared knowledge and experience of other healthcare organisations and Microsoft to accelerate the design, deployment and management of an appropriate Microsoft server and


Page 1

have created focused architectural and deployment guidelines and supporting tools for the

. This collection of guidance documents and tools is referred to as Healthcare

increasing reliance on IT systems to help improve safety of patients, and increase the productivity of clinicians and administrative

staff. Looking to the future, both patients and clinicians will benefit from a more consistent , whenever and wherever they use its services. The Healthcare

to maximise the benefits and reduce the cost of deploying and operating a Microsoft infrastructure in a healthcare environment.

y of the desktop environment through a consistent user experience it is possible to help reduce clinician error, reduce training costs and maximise the

nce provided by the Healthcare references and inputs around the business

Healthcare Platform Optimisation

assists with creating a business case to explain the advantages offers guidance and

in moving IT infrastructures towards the goals of being more easily In order to secure approval and funding for an

it is often necessary to demonstrate that the technical ements will result in business benefits. Every business case will be different, but the inputs

are valuable resources for inclusion in many business writing the case are understood.

based Microsoft infrastructure is

Increased manageability and supportability of the deployed platform

a healthcare organisation can leverage and Microsoft to

accelerate the design, deployment and management of an appropriate Microsoft server and


This document provides evidence from can be realised. Identification and quantification of the business benefits that will be achieved through implementation of the planned project are an essential part of the creation of a successful business case. If the benefits of a project are clearly understood and are closely aligned with the business objectives of a healthcare organisation

Healthcare organisations are under evervalue and benefits that can be realised from their IT infrastructure and services. Independent research from leading industry analysts has demonstrated that a wellWindows Server 2003 infrastructure has significant environment.

The key business drivers for any Healthcare Platform Optimisation Guidance

Key Business Drivers to Deploy a Platform Optimisation Microsoft Infrastructure:

� Reduced Costs to Deploy and Operate

� Increased Manageability

� Increased Patient Safety

� Increased Productivity

Figure 1: Summary of Business Drivers to Deploy a

In the words of an early adopter:

“We knew we would benefit from Udocuments. The HPO documentation was more focused: Bang! Here’s what it is! Here’s what it does! Here’s how you can use it! We went through the and it focuses on what I need to do, avoiding the exotic usage scenarios. It would have taken considerably longer to come up with the solution from scratch without any


provides evidence from healthcare organisations to demonstrate that these benefits can be realised. Identification and quantification of the business benefits that will be achieved through implementation of the planned project are an essential part of the creation of a successful

benefits of a project are clearly understood and are closely aligned with the a healthcare organisation, the project has a greater chance of success.

are under ever-increasing pressure to reduce costs and maxvalue and benefits that can be realised from their IT infrastructure and services. Independent research from leading industry analysts has demonstrated that a well-managed WindowsWindows Server 2003 infrastructure has significant cost savings over an unmanaged legacy

The key business drivers for any healthcare organisation to deploy a Microsoft infrastructure using Healthcare Platform Optimisation Guidance are summarised in Figure 1.

Key Business Drivers to Deploy a Healthcare Microsoft Infrastructure:

Reduced Costs to Deploy and Operate

Increased Manageability

Increased Patient Safety

Increased Productivity

eploy a HPO Microsoft Infrastructure

In the words of an early adopter:

“We knew we would benefit from User State Migration, but didn’t have the time to read all the documentation was more focused: Bang! Here’s what it is! Here’s what

it does! Here’s how you can use it! We went through the HPO documentation stepand it focuses on what I need to do, avoiding the exotic usage scenarios. It would have taken

derably longer to come up with the solution from scratch without any


Page 2

to demonstrate that these benefits can be realised. Identification and quantification of the business benefits that will be achieved through implementation of the planned project are an essential part of the creation of a successful

benefits of a project are clearly understood and are closely aligned with the , the project has a greater chance of success.

increasing pressure to reduce costs and maximise the value and benefits that can be realised from their IT infrastructure and services. Independent

managed Windows® XP and vings over an unmanaged legacy

to deploy a Microsoft infrastructure using

, but didn’t have the time to read all the documentation was more focused: Bang! Here’s what it is! Here’s what

documentation step-by-step and it focuses on what I need to do, avoiding the exotic usage scenarios. It would have taken

derably longer to come up with the solution from scratch without any HPO materials.”


2 INTRODUCTION

The Healthcare Platform Optimisation Guidancebeen produced by Microsoft, which aim to providewhich healthcare information systems are accessed.

The purpose of Healthcare Platform Optimisation Guidance

� Reduce the cost and complexity of designing, building and dActive Directory infrastructure environment

� Accelerate the process involved in designing, developing and deploying solutions according to current

� Reduce the cost and complexity of configuringserver environment

� Provide a framework for delivering a more consistent user experience for users of Microsoft Windows

� Provide guidance around methods to improve the network and data security of the healthcare organisation’s system and other Microsoft products and technologies

This document complements the technical guidance provided by the Optimisation Guidance. It provides guidance referand enablers that can be achieved by following the is intended to assist a healthcare organisationbased Microsoft infrastructure.

An overview of the Healthcare Platform Optimisation Guidanceguidance that is accompanied by a tool, this is indicated

Figure 2: Overview of the HPO Microsoft Infrastructure Guidance

By using the Healthcare Platform Optimisation Guidancethe shared knowledge and experience of other


NTRODUCTION

Healthcare Platform Optimisation Guidance consists of a set of documents and tools that have , which aim to provide a more consistent infrastructure and interface by

information systems are accessed.

Healthcare Platform Optimisation Guidance is to aid healthcare organisations

Reduce the cost and complexity of designing, building and deploying a desktop, Active Directory infrastructure environment

Accelerate the process involved in designing, developing and deploying solutions according to current best-practices

Reduce the cost and complexity of configuring, managing and maintaining a

Provide a framework for delivering a more consistent user experience for users of Microsoft

Provide guidance around methods to improve the network and data security of the nisation’s desktops using features within the core Windows operating

system and other Microsoft products and technologies

This document complements the technical guidance provided by the Healthcare Platform . It provides guidance references and inputs around the

and enablers that can be achieved by following the Healthcare Platform Optimisation Guidancea healthcare organisation with building a business case for deploying an

t infrastructure.

Healthcare Platform Optimisation Guidance is shown in Figure accompanied by a tool, this is indicated by the blue text.

Microsoft Infrastructure Guidance

Healthcare Platform Optimisation Guidance, a healthcare organisationthe shared knowledge and experience of other healthcare organisations and Microsoft to


Page 3

consists of a set of documents and tools that have a more consistent infrastructure and interface by

healthcare organisations to:

eploying a desktop, server and

Accelerate the process involved in designing, developing and deploying desktop and server

, managing and maintaining a desktop and

Provide a framework for delivering a more consistent user experience for users of Microsoft

Provide guidance around methods to improve the network and data security of the desktops using features within the core Windows operating

Healthcare Platform ences and inputs around the business benefits

Healthcare Platform Optimisation Guidance. It with building a business case for deploying an HPO-

Figure 2. Where there is



accelerate the design, deployment and management of an appropriate Microsoft server and desktop infrastructure.

The Healthcare Platform Optimisation Guidancedesigning and implementing a simplified, costMicrosoft server and client infrastructure for

The Healthcare Platform Optimisation Guidanceprovide guidance on operating an existing d

2.1 Value PropositionThis Business Benefits Deliverable assists with creating a business case to explain the advantages of improving infrastructure. The technical guidance Deliverables offer guidance and current practice in moving IT infrastructures towards the goals of being more easily deployable, centrally managed and secure. In order to secure approval and funding for an infrastructure improvement project, it is often necessary to demonstrate that the technical improvements will result in benefits. Every business case will be different, but the inputs and evidence presented in this Deliverable are valuable resources for inclusion in many business cases, once the strategic objectives of the healthcare organisation

2.2 Audience The Business Benefits documentsenior managers (finance, planning and medical/clinical directors),in the healthcare organisation. technical requirements, to ensure that nothing is lost in translation between business and technical communities, and to understand how these requirements will support the overall strategy of thehealthcare organisation. The creation of a business business, with support and commitment from both IT and the business.

The inputs outlined in section the audience in the creation of a business case to deploy an Section 4 and the supporting material in information for the use of IT Managers and IT Architectsaround the process of creating a

2.3 Prerequisites To effectively leverage and implement the recommendations made throughout this document, a number of knowledge-based and environmental infrastructure prerequisites should be in place.

2.3.1 Knowledge Prerequisites

The skills and knowledge that would be benefici

� Strategic objectives of the

� Business Case creation

� Benefits Management approachTo ensure that planned benefits are actually throughout the project to a successful completicomplete introduction.

� Situational awareness of the current IT Infrastructure

� Infrastructure Optimisation assessmentSee APPENDIX C



Healthcare Platform Optimisation Guidance consists of solutions that include guidance on designing and implementing a simplified, cost-effective, and yet secure, reliable, and robust Microsoft server and client infrastructure for the healthcare organisation.

Healthcare Platform Optimisation Guidance can also be used to conduct a health check and provide guidance on operating an existing deployment.

Value Proposition Deliverable assists with creating a business case to explain the advantages

of improving infrastructure. The technical guidance Deliverables offer guidance and current uctures towards the goals of being more easily deployable, centrally

In order to secure approval and funding for an infrastructure improvement it is often necessary to demonstrate that the technical improvements will result in

benefits. Every business case will be different, but the inputs and evidence presented in this Deliverable are valuable resources for inclusion in many business cases, once the strategic

healthcare organisation writing the case are understood.

document is targeted at a business and technical audiencesenior managers (finance, planning and medical/clinical directors), IT Managers and IT Architects

. This audience has the ability to understand both the business and , to ensure that nothing is lost in translation between business and technical

and to understand how these requirements will support the overall strategy of theThe creation of a business case will ensure sponsorship from the

with support and commitment from both IT and the business.

ection 5 of this document and the evidence in section 5.4in the creation of a business case to deploy an HPO-based Microsoft infrastructurethe supporting material in APPENDIX A of this document are provided as overview

Managers and IT Architects who require some introductoryd the process of creating a business justification for an IT project.

leverage and implement the recommendations made throughout this document, a based and environmental infrastructure prerequisites should be in place.

Knowledge Prerequisites

that would be beneficial to get the most out of this document

Strategic objectives of the healthcare organisation

Business Case creation

Benefits Management approach To ensure that planned benefits are actually realised, they must be managed throughout the project to a successful completion. See Benefits Managementcomplete introduction.

Situational awareness of the current IT Infrastructure

Infrastructure Optimisation assessment APPENDIX C for an introduction to this topic.


Page 4


consists of solutions that include guidance on ctive, and yet secure, reliable, and robust

can also be used to conduct a health check and

Deliverable assists with creating a business case to explain the advantages of improving infrastructure. The technical guidance Deliverables offer guidance and current best-

uctures towards the goals of being more easily deployable, centrally In order to secure approval and funding for an infrastructure improvement

it is often necessary to demonstrate that the technical improvements will result in business benefits. Every business case will be different, but the inputs and evidence presented in this Deliverable are valuable resources for inclusion in many business cases, once the strategic

audience: board-level IT Managers and IT Architects

audience has the ability to understand both the business and , to ensure that nothing is lost in translation between business and technical

and to understand how these requirements will support the overall strategy of the case will ensure sponsorship from the

5.4 will be of use to sed Microsoft infrastructure.

of this document are provided as overview some introductory guidance

leverage and implement the recommendations made throughout this document, a based and environmental infrastructure prerequisites should be in place.

document are:

realised, they must be managed Benefits Management {R1} for a


2.3.2 Business Prerequisites

A number of prerequisites should be in place within document. These will allow for the effective analysis of business case for the deployment of an are:

� Clearly defined and wellan HPO-based Microsoft infrastructureproject contributes to the

� A senior executive sponsor for both the creation of the deploy an HPO-based

� Access to key stakeholders within and outside the

� A project manager with the power to deliver critical path commitmenleverage any contingent resources needed to complete the business case.

� Defined metrics and commitment from the business owners.

� A well-established communications


Business Prerequisites

A number of prerequisites should be in place within a healthcare organisation before using thThese will allow for the effective analysis of business benefits and the creation of a solid

business case for the deployment of an HPO-based Microsoft infrastructure. These prerequisites

efined and well-understood business goals and project plan for the deployment of Microsoft infrastructure. This should include an understanding of how this

project contributes to the healthcare organisation’s strategic objectives.

A senior executive sponsor for both the creation of the business case and the project to based Microsoft infrastructure, with commitment to remain engaged.

Access to key stakeholders within and outside the healthcare organisation

A project manager with the power to deliver critical path commitments and the authority to leverage any contingent resources needed to complete the business case.

Defined metrics and commitment from the business owners.

established communications path and plan for presenting business case results.


Page 5

before using this and the creation of a solid

. These prerequisites

d project plan for the deployment of . This should include an understanding of how this

’s strategic objectives.

business case and the project to , with commitment to remain engaged.

healthcare organisation.

ts and the authority to leverage any contingent resources needed to complete the business case.

path and plan for presenting business case results.


3 USING THIS D

This document should be used to provide inputs, guidance, references and supporting data to assist a healthcare organisationMicrosoft infrastructure. The Target Audience and prerequisites for usdiscussed in section 2.

3.1 Document StructureThis document is structured with the objective of assisting in the creation of a business case. Thidocument does not set out to provide all of the inputs required by an individual organisation in the creation of a business case, nor to define all of the business benefits that can be achieved though deployment of be specific to the current situation and strategic objectives of the individual

Figure 3 shows how the document is divided into three main sections:

Creating a Business Case Business Benefits

Assessing Business Benefits - Inputs

Core Windows Platform Benefits

Business Benefits -Evidence

Figure 3: Business Benefits Document Structure

About Section 4, “ Creating a Business Case

This section discusses the value of creating a business case when planning an IT investment. It introduces Total Cost of Ownership and the Microsoft Rapid Economic Justification framework as a business value methodology.

About Section 5, “ Assessing Business Benefits

This section provides business benefit inputs that may be used in the creation of a business case to deploy an HPO-based Microsoft infrastructurethrough the deployment of a highlyusing the Healthcare Platform Optimisation Guidance

About Section 6, “ Business Benefits

This section presents the quantitative and qualitative engagement feedback that was gathered during testing of the Healthcare Platform Optimisation Guidancebuilding a business case, it is often valuable to have industryhealthcare organisations alongside more general commercial evidence from Microsoft.


DOCUMENT

This document should be used to provide inputs, guidance, references and supporting data to a healthcare organisation with building a business case for deploying an

The Target Audience and prerequisites for using the document are

Document Structure This document is structured with the objective of assisting in the creation of a business case. Thidocument does not set out to provide all of the inputs required by an individual

in the creation of a business case, nor to define all of the business benefits that can be achieved though deployment of Healthcare Platform Optimisation Guidance, as many of these will be specific to the current situation and strategic objectives of the individual healthcare organisation

shows how the document is divided into three main sections:

Total Cost of Ownership

Business Value MethodologiesBusiness Benefits

HPO Microsoft Infrastructure

Guidance Benefits

Using all of the HPO Microsoft Infrastructure

Guidance

Core Windows Platform Benefits

Early Adopter Benefits

Public Case Studies

Infrastructure Optimisation

: Business Benefits Document Structure

Creating a Business Case ”

iscusses the value of creating a business case when planning an IT investment. It introduces Total Cost of Ownership and the Microsoft Rapid Economic Justification framework as a

Assessing Business Benefits – Inputs”

This section provides business benefit inputs that may be used in the creation of a business case Microsoft infrastructure. It examines the benefits that may be achieved

through the deployment of a highly-managed Microsoft infrastructure that is designed and deployed Healthcare Platform Optimisation Guidance.

Business Benefits – Evidence”

This section presents the quantitative and qualitative engagement feedback that was gathered Healthcare Platform Optimisation Guidance with healthcare organisations

it is often valuable to have industry-specific evidence from other alongside more general commercial evidence from Microsoft.


Page 6

This document should be used to provide inputs, guidance, references and supporting data to with building a business case for deploying an HPO-based

ing the document are

This document is structured with the objective of assisting in the creation of a business case. This document does not set out to provide all of the inputs required by an individual healthcare

in the creation of a business case, nor to define all of the business benefits that can be , as many of these will


Business Value Methodologies

Using all of the HPO Microsoft Infrastructure

Planning Timeline Comparisons

iscusses the value of creating a business case when planning an IT investment. It introduces Total Cost of Ownership and the Microsoft Rapid Economic Justification framework as a

This section provides business benefit inputs that may be used in the creation of a business case . It examines the benefits that may be achieved

ture that is designed and deployed

This section presents the quantitative and qualitative engagement feedback that was gathered healthcare organisations. In

specific evidence from other alongside more general commercial evidence from Microsoft.


4 CREATING A B

A business case is a comprehensive proposal, including the supporting analyschange that would significantly affect the relevant facts that must be considered to make an informed decision about whether or project should proceed. Simply stated, it is a factshould be considered in the context of formulating business plans.

In the context of this document a business casMicrosoft infrastructure within benefits.

The creation of a successful business case for deployment of an infrastructure requires a clear understanding of the following:

� The strategic objectives of the

� The business benefits

� The Total Cost of Ownership (TCO) of an with the TCO of the current IT infrastructure

� The process that will be used to analyse, collate and quantify the objectives, benefits and costs of the project to deliver the solution

Section 4.1 defines the business benefits

Section 4.2 defines the TCO and provides links to tools that can be ucosts for an HPO-based Microsoft infrastructure

Section 4.3 introduces the Microsoft Rapid Economic Justification (of a business value methodologybe used to create a business case.

4.1 Business BenefitsAt the core of a good business case is a clear understanding of the achieved through the planned IT investment. Business benefits should be identified, quantified and clearly mapped to the needs and strategi

A business benefit is a measurable and positive impact on service or profitability that results from some combination of service or revenue improvement and/or cost reduction through delivery of a project. From an IT perspective, healthcare organisation through the implementation of a new or updated IT system. There are two main categories of generic business benefit that can be achieved through IT which provide financial benefit and those which provide non

The deployment of an HPO-basedfollowing categories (as detailed in

� Reduced expenditure

� Accelerated solution design and deployment

� Lower administration costs

� Lower end-user training costs

1 Build an airtight business case for new IT investments http://www.microsoft.com/business/enterprise/value.mspx


BUSINESS CASE

rehensive proposal, including the supporting analysichange that would significantly affect a healthcare organisation. It presents decisionthe relevant facts that must be considered to make an informed decision about whether or project should proceed. Simply stated, it is a fact-based argument for change. A business case should be considered in the context of formulating a healthcare organisation’s strategic and

In the context of this document a business case is a proposal to implement an HPOwithin a healthcare organisation, together with the relevant facts, costs and

The creation of a successful business case for deployment of an HPO-based Microsoft requires a clear understanding of the following:

The strategic objectives of the healthcare organisation in question

that will be delivered by an HPO-based Microsoft infrastructure

The Total Cost of Ownership (TCO) of an HPO-based Microsoft infrastructurewith the TCO of the current IT infrastructure

The process that will be used to analyse, collate and quantify the objectives, benefits and costs of the project to deliver the solution

business benefits.

and provides links to tools that can be used to identify and quantify Microsoft infrastructure deployment project.

introduces the Microsoft Rapid Economic Justification (REJ) framework as an example business value methodology1. REJ is used in APPENDIX A to illustrate an approach that can

be used to create a business case.

Business Benefits At the core of a good business case is a clear understanding of the business benefitsachieved through the planned IT investment. Business benefits should be identified, quantified and clearly mapped to the needs and strategic initiatives of the healthcare organisation

enefit is a measurable and positive impact on service or profitability that results from some combination of service or revenue improvement and/or cost reduction through delivery of a

an IT perspective, business benefits are the benefits that will be experienced by through the implementation of a new or updated IT system. There are two

main categories of generic business benefit that can be achieved through IT investment which provide financial benefit and those which provide non-financial benefit.

based Microsoft infrastructure is likely to realise greatest benefits in the following categories (as detailed in Table 1):

Accelerated solution design and deployment

Lower administration costs

user training costs

Build an airtight business case for new IT investments – Introducing the Rapid Economic Justification Guide http://www.microsoft.com/business/enterprise/value.mspx


Page 7

is, for making a . It presents decision-makers with

the relevant facts that must be considered to make an informed decision about whether or not a based argument for change. A business case

strategic and

HPO-based , together with the relevant facts, costs and

Microsoft

Microsoft infrastructure

crosoft infrastructure compared

The process that will be used to analyse, collate and quantify the objectives, benefits and

sed to identify and quantify

REJ) framework as an example to illustrate an approach that can

business benefits that will be achieved through the planned IT investment. Business benefits should be identified, quantified and


enefit is a measurable and positive impact on service or profitability that results from some combination of service or revenue improvement and/or cost reduction through delivery of a

are the benefits that will be experienced by a through the implementation of a new or updated IT system. There are two

investment – those

Microsoft infrastructure is likely to realise greatest benefits in the

Introducing the Rapid Economic Justification Guide {R2} :

http://www.microsoft.com/business/enterprise/value.mspx


� Fewer helpdesk calls

� Increased manageability and supportability of the deployed platform

� Increased productivity

� Increased end-user productivity

� Increased IT administrator productivity

� Better use of IT resources

� Increased service availability

� Stronger IT governance and compliance with

This document provides evidence from can be realised. Identification and quantification of the through implementation of the planned project are an essential part of the creation of a successful business case. If the benefits of a project are clearly understood and are closely aligned with the business objectives of a healthca

4.2 Total Cost of Ownership (TCO)TCO is the total cost in money, time, and resources of owning and using IT solutions. TCO is widely considered to include the purchase price, the cost of hardware amaintenance, technical support, training (or redata that is no longer required. TCO is an essential part of technology decision making since the value of any IT project is made ulifecycle costs. Understanding the TCO impact of an IT project is a key input to the overall business case for that project.

A number of organisations provide a range of products and seof the TCO of IT projects. These typically involve understanding three basic scenarios concerning the total cost of ownership for an environment: “Where am I?can I go?” These TCO tools allow organisations to compare the cost, personnel, workload and service-level data for their current IT environment with the likely TCO of planned IT investments.

Further detailed information regarding the Gartner TCO Manager family of products can be foDecision Tools for Cost Management

Further detailed information regarding the CIOView TCO assessment tools can be found at are ROINow! and TCOnow!3.

4.3 Business Value MethodologiesThere are a number of methodologies that can be used to identifbenefits that will be achieved through the implementation of IT infrastructure programmes. Any one of these methodologies can be used to assist business case for the deployment of

This document uses the Microsoft Rapid Economic Justification (REJ) methodology to provide a framework to illustrate the creation of a business case. this document may also be used as inputs to any other preferred by a healthcare organisation

2 Decision Tools for Cost Management http://www.gartner.com/4_decision_tools/measurement/decision_tools/tco/tco.html

3 What are ROINow! and TCOnow! {R4


Fewer helpdesk calls

manageability and supportability of the deployed platform

user productivity

Increased IT administrator productivity

Better use of IT resources

Increased service availability

Stronger IT governance and compliance with healthcare standards

provides evidence from healthcare organisations to demonstrate that these benefits Identification and quantification of the business benefits that will be achieved

through implementation of the planned project are an essential part of the creation of a successful business case. If the benefits of a project are clearly understood and are closely aligned with the

a healthcare organisation, the project has a greater chance of success.

Total Cost of Ownership (TCO) TCO is the total cost in money, time, and resources of owning and using IT solutions. TCO is widely considered to include the purchase price, the cost of hardware and software upgrades, maintenance, technical support, training (or re-training), and the cost of disposal of any hardware or data that is no longer required. TCO is an essential part of technology decision making since the value of any IT project is made up of the initial costs to design and deploy together with the total IT lifecycle costs. Understanding the TCO impact of an IT project is a key input to the overall business

A number of organisations provide a range of products and services that assist in the assessment of the TCO of IT projects. These typically involve understanding three basic scenarios concerning the total cost of ownership for an environment: “Where am I?”, “How do I compare?”, and “

allow organisations to compare the cost, personnel, workload and level data for their current IT environment with the likely TCO of planned IT investments.

Further detailed information regarding the Gartner TCO Manager family of products can be foDecision Tools for Cost Management2.

Further detailed information regarding the CIOView TCO assessment tools can be found at

Business Value Methodologies There are a number of methodologies that can be used to identify the business value and cost benefits that will be achieved through the implementation of IT infrastructure programmes. Any one of these methodologies can be used to assist a healthcare organisation in the creation of a business case for the deployment of an HPO-based Microsoft infrastructure.

This document uses the Microsoft Rapid Economic Justification (REJ) methodology to provide a framework to illustrate the creation of a business case. The guidance and references provided in

used as inputs to any other business value methodology that is a healthcare organisation.

s for Cost Management {R3} :

m/4_decision_tools/measurement/decision_tools/tco/tco.html

R4}: http://www.cioview.com/solutions/cio_what.html


Page 8

manageability and supportability of the deployed platform

to demonstrate that these benefits that will be achieved

through implementation of the planned project are an essential part of the creation of a successful business case. If the benefits of a project are clearly understood and are closely aligned with the

, the project has a greater chance of success.

TCO is the total cost in money, time, and resources of owning and using IT solutions. TCO is nd software upgrades,

training), and the cost of disposal of any hardware or data that is no longer required. TCO is an essential part of technology decision making since the

p of the initial costs to design and deploy together with the total IT lifecycle costs. Understanding the TCO impact of an IT project is a key input to the overall business

assist in the assessment of the TCO of IT projects. These typically involve understanding three basic scenarios concerning

”, “How do I compare?”, and “Where allow organisations to compare the cost, personnel, workload and

level data for their current IT environment with the likely TCO of planned IT investments.

Further detailed information regarding the Gartner TCO Manager family of products can be found at

Further detailed information regarding the CIOView TCO assessment tools can be found at What

y the business value and cost benefits that will be achieved through the implementation of IT infrastructure programmes. Any one

in the creation of a

This document uses the Microsoft Rapid Economic Justification (REJ) methodology to provide a The guidance and references provided in

methodology that is

http://www.gartner.com/4_decision_tools/measurement/decision_tools/tco/tco.html

http://www.cioview.com/solutions/cio_what.html


REJ is an economic assessment and measurement framework, developed by Microsoft with input from leading academics, analysts, customers and business IT to their business imperatives, and quantify the direct financial benefits of Microsoft solutions.

The REJ framework builds a bridge of common language between IT and business executives to demonstrate how investments in IT benefit the organisation.

REJ is a framework that uses techniques, tools, and templates to create a business case:

� Flexible Framework REJ provides a flexible framework for exploring the business value of consists of the "five steps to business successwith specific business strategies and priorities; and that all stakeholders (business and IT) are committed to both the process and the final results.

� Tools and TechniquesREJ includes a set of tools and techniques that enable rapid exploration of business issues and potential solutions.

� Business Case TemplatesThese are presentation and documentation templates in Microsoft Office formats that are suitable for presentation to project sponso

At completion of an REJ, the organisation will have produced a concise business case that can be presented to senior management and project sponsors.

A more detailed look at the process of creating a business case using REJ is included APPENDIX A.

Further detailed information regarding the REJ framework can be found in Justification Guide {R2} .


REJ is an economic assessment and measurement framework, developed by Microsoft with input from leading academics, analysts, customers and business partners. REJ helps organisations align IT to their business imperatives, and quantify the direct financial benefits of Microsoft solutions.

The REJ framework builds a bridge of common language between IT and business executives to nts in IT benefit the organisation.


REJ provides a flexible framework for exploring the business value of IT

steps to business success” and ensures that IT projects are aligned with specific business strategies and priorities; and that all stakeholders (business and IT) are committed to both the process and the final results.

Tools and Techniques et of tools and techniques that enable rapid exploration of business issues

and potential solutions.

Business Case Templates These are presentation and documentation templates in Microsoft Office formats that are suitable for presentation to project sponsors.

At completion of an REJ, the organisation will have produced a concise business case that can be presented to senior management and project sponsors.

A more detailed look at the process of creating a business case using REJ is included

Further detailed information regarding the REJ framework can be found in the Rapid


Page 9

REJ is an economic assessment and measurement framework, developed by Microsoft with input partners. REJ helps organisations align

IT to their business imperatives, and quantify the direct financial benefits of Microsoft solutions.

The REJ framework builds a bridge of common language between IT and business executives to


IT. The framework ensures that IT projects are aligned

with specific business strategies and priorities; and that all stakeholders (business and IT)

et of tools and techniques that enable rapid exploration of business issues

These are presentation and documentation templates in Microsoft Office formats that are

At completion of an REJ, the organisation will have produced a concise business case that can be

A more detailed look at the process of creating a business case using REJ is included in

Rapid Economic


5 ASSESSING BUSINESS

To realise the true value of an IT investment in an organisation should consider the business benefits, enablers and inputs that are provided by theGuidance. These may be used in the creation of a business case to deploy an Microsoft infrastructure. The benefits discussorganisation by using the Healthcare Platform Optimisation Guidance

5.1 Core Windows Platform BenefitsThe Healthcare Platform Optimisation GuidanceServer 2003 server platform. The use of a healthcare organisation’s productivity with a dependable, connected client and server platform that offers low deployment and operational costs.

Migrating to Windows XP from earlier versions of Windows or other operating systems provides benefits in itself. Maintaining a mixed estate of older operating systems becomes an increasing support burden and security risk over time. has demonstrated that a well-managed Windows XP and Windows Server 2003 infrastructure has significant Total Cost of Ownership (TCO) savings over an unmanaged legacy environment. The relevant results from the independent research are explored further in

The key business value of the core Windows XP / Windows Server 2003 platform is the fact that it allows organisations to “do more with less” because:

� It is easier to deploy, manage and use for greater productivity

� It enables delivery of a reliable, secure and scalable platform for applications and network services

� It is designed to work together as a cohe

The following list shows where more detailed information on the core Windows platform product features and benefits can be found:

� Windows® XP Professional http://www.microsoft.com/windowsxp/pro/evaluation/features.mspx

� Windows XP Professional compared to prior versions of Microsoft Windows http://www.microsoft.com/windowsxp/pro/evaluation/whyupgrade/featurecomp.mspx

� Windows Server 2003 compared to Windows NThttp://www.microsoft.com/windowsserver2003/

� Windows Server 2003 compared to Windows 2000 Server http://www.microsoft.com/windowsserver2003/evaluation/whyupgrade/top10w2k.

� Windows Server 2003 R2

� Windows Vista®4 – http://www.microsoft.com/windowsvista

The Healthcare Platform Optimisation Guidancedelivering guidance that will streamline and simplify the process of designing and implementing a Microsoft desktop and server infrastructure that is appropriate for the which it is deployed.

4 The majority of the Healthcare Platform Optimisation guidance is based on a Wininfrastructure. Guidance that has been produced since September 2007 has started to focus on providing tools and guidance to assist in the deployment and management of Windows Vista.


USINESS BENEFITS – INPUTS

To realise the true value of an IT investment in an HPO-based Microsoft infrastructureshould consider the business benefits that it delivers. This section discusses the

, enablers and inputs that are provided by the Healthcare Platform Optimisation . These may be used in the creation of a business case to deploy an

. The benefits discussed in this section may be achieved by Healthcare Platform Optimisation Guidance.

Core Windows Platform Benefits Healthcare Platform Optimisation Guidance is based on a Windows XP desktop and Windows

The use of this platform offers significant business value by increasing ’s productivity with a dependable, connected client and server platform

that offers low deployment and operational costs.

from earlier versions of Windows or other operating systems provides Maintaining a mixed estate of older operating systems becomes an increasing

support burden and security risk over time. Independent research from leading industry analysts managed Windows XP and Windows Server 2003 infrastructure has

significant Total Cost of Ownership (TCO) savings over an unmanaged legacy environment. The the independent research are explored further in APPENDIX B

The key business value of the core Windows XP / Windows Server 2003 platform is the fact that it s organisations to “do more with less” because:

It is easier to deploy, manage and use for greater productivity

It enables delivery of a reliable, secure and scalable platform for applications and network

It is designed to work together as a cohesive client and server platform

The following list shows where more detailed information on the core Windows platform product features and benefits can be found:

XP Professional – http://www.microsoft.com/windowsxp/pro/evaluation/features.mspx

Windows XP Professional compared to prior versions of Microsoft Windows rosoft.com/windowsxp/pro/evaluation/whyupgrade/featurecomp.mspx

Windows Server 2003 compared to Windows NT® 4.0 Server – http://www.microsoft.com/windowsserver2003/evaluation/whyupgrade/top10nt.mspx

Windows Server 2003 compared to Windows 2000 Server – http://www.microsoft.com/windowsserver2003/evaluation/whyupgrade/top10w2k.

Windows Server 2003 R2 – http://www.microsoft.com/windowsserver2003

http://www.microsoft.com/windowsvista

Platform Optimisation Guidance builds upon the core Windows platform by delivering guidance that will streamline and simplify the process of designing and implementing a Microsoft desktop and server infrastructure that is appropriate for the healthcare org

The majority of the Healthcare Platform Optimisation guidance is based on a Windows XP and Windows Server 2003 infrastructure. Guidance that has been produced since September 2007 has started to focus on providing tools and guidance to assist in the deployment and management of Windows Vista.


Page 10

Microsoft infrastructure, a healthcare This section discusses the

Healthcare Platform Optimisation . These may be used in the creation of a business case to deploy an HPO-based

ed in this section may be achieved by a healthcare

is based on a Windows XP desktop and Windows offers significant business value by increasing

’s productivity with a dependable, connected client and server platform

from earlier versions of Windows or other operating systems provides Maintaining a mixed estate of older operating systems becomes an increasing

Independent research from leading industry analysts managed Windows XP and Windows Server 2003 infrastructure has

significant Total Cost of Ownership (TCO) savings over an unmanaged legacy environment. The APPENDIX B.

The key business value of the core Windows XP / Windows Server 2003 platform is the fact that it

It enables delivery of a reliable, secure and scalable platform for applications and network

The following list shows where more detailed information on the core Windows platform product

Windows XP Professional compared to prior versions of Microsoft Windows – rosoft.com/windowsxp/pro/evaluation/whyupgrade/featurecomp.mspx

evaluation/whyupgrade/top10nt.mspx

http://www.microsoft.com/windowsserver2003/evaluation/whyupgrade/top10w2k.mspx

http://www.microsoft.com/windowsserver2003

builds upon the core Windows platform by delivering guidance that will streamline and simplify the process of designing and implementing a

healthcare organisation in

dows XP and Windows Server 2003 infrastructure. Guidance that has been produced since September 2007 has started to focus on providing tools and

http://www.microsoft.com/windowsxp/pro/evaluation/features.mspx

http://www.microsoft.com/windowsxp/pro/evaluation/whyupgrade/featurecomp.mspx

http://www.microsoft.com/windowsserver2003/evaluation/whyupgrade/top10nt.mspx

http://www.microsoft.com/windowsserver2003/evaluation/whyupgrade/top10w2k.mspx

http://www.microsoft.com/windowsserver2003

http://www.microsoft.com/windowsvista


5.2 HPO Microsoft Infrastructure Guidance BenefitsHealthcare organisations are under evervalue and benefits that can be realised from their IT infrastructure and services. Independent research from leading industry analysts has demonstrated that a wellWindows Server 2003 infrastructure has significant TCO savings over an unmanaged legacy environment. The relevant results from the independent research are explored further in APPENDIX B.

By using the Healthcare Platform Optimisation Guidancethe shared knowledge and experience of other accelerate the design, deployment and management of an appropriate Microsoft server and desktop infrastructure.

The Healthcare Platform Optimisation Guidancedesigning and implementing a simpMicrosoft server and client infrastructure for

The Healthcare Platform Optimisation Guidanceprovide guidance on operating

The key business drivers for any Healthcare Platform Optimisation Guidance

Key Business Drivers to Deploy a Platform Optimisation Microsoft Infrastructure:

� Reduced Costs to Deploy and Operate

� Increased Manageability

� Increased Patient Safety

� Increased Productivity

Figure 4: Summary of Business Drivers to Deploy an

Table 1 maps these business drivers to the enablers and benefits of usiOptimisation Guidance to deploy and manage a Microsoft infrastructure.


Microsoft Infrastructure Guidance Benefitsare under ever-increasing pressure to reduce costs and maximise the

value and benefits that can be realised from their IT infrastructure and services. Independent research from leading industry analysts has demonstrated that a well-managed Windows XP and Windows Server 2003 infrastructure has significant TCO savings over an unmanaged legacy environment. The relevant results from the independent research are explored further in

Healthcare Platform Optimisation Guidance, a healthcare organisationthe shared knowledge and experience of other healthcare organisations and Microsoft to accelerate the design, deployment and management of an appropriate Microsoft server and

Healthcare Platform Optimisation Guidance consists of solutions that include guidance on designing and implementing a simplified, cost-effective, and yet secure, reliable, and robust Microsoft server and client infrastructure for healthcare organisations.

Healthcare Platform Optimisation Guidance can also be used to conduct a health check and provide guidance on operating an existing deployment.

The key business drivers for any healthcare organisation to deploy a Microsoft infrastructure using Healthcare Platform Optimisation Guidance are summarised in Figure 4.

Key Business Drivers to Deploy a Healthcare Microsoft Infrastructure:

Reduced Costs to Deploy and Operate

Increased Manageability

Increased Patient Safety

Increased Productivity

eploy an HPO Microsoft Infrastructure

maps these business drivers to the enablers and benefits of using Healthcare Platform to deploy and manage a Microsoft infrastructure.


Page 11

Microsoft Infrastructure Guidance Benefits increasing pressure to reduce costs and maximise the

value and benefits that can be realised from their IT infrastructure and services. Independent managed Windows XP and

Windows Server 2003 infrastructure has significant TCO savings over an unmanaged legacy environment. The relevant results from the independent research are explored further in



consists of solutions that include guidance on effective, and yet secure, reliable, and robust

can also be used to conduct a health check and

to deploy a Microsoft infrastructure using

Healthcare Platform


Business

Driver Benefit

Reduced Costs to

Deploy and

Operate

Accelerated Solution

Design and Deployment

Lower End-User Training

Costs

Lower Administration

Costs

Fewer Helpdesk Calls

Increased

Manageability

Lower Maintenance

Faster Time-to-Fix

Increased Supportability

Increased Patient

Safety

Increased Service

Availability

Stronger IT Governance

and Compliance with

Standards

Increased End-User

Productivity

Increased

Productivity

Increased IT Administrator

Productivity

Better Use of IT Resources

Table 1: Business Drivers, Benefits and Enablers of the

Table 1 provides an overview of the Healthcare Platform Optimisation Guidancedetail, Table 2 matches these enablers to the individual infrastructure make up the Healthcare Platform Optimisation Guidance

It is also recognised that some Healthcare Platform Optimisation Guidancebe achieved by adoption of individual


Enablers

Accelerated Solution

Design and Deployment

� Healthcare-specific guidance, recommendations and

� Sharing of current best-practices

� Optimised processes

� Automated processes and tools

User Training � A consistent user experience due to a standardised desktop environment

� Use of familiar end-user software

Lower Administration � A consistent, standardised operating environment

� A secure infrastructure

� A manageable infrastructure

� A reliable platform

� Low maintenance overheads

� Reliable inventory and auditing capabilities

� Fully supportable environment based the latest versions

� Opportunities for server and data centre consolidation

Fewer Helpdesk Calls � High service availability due to a reliable infrastructure

� A consistent user experience due to a standardised desktop environment

Lower Maintenance � A reliable platform

� Good management tools


� A consistent, standardised operating environment

Increased Supportability � Fully supportable environment based the latest versions of Microsoft

Increased Service � Highly secure due to an inherently secure platform and highly manageable

infrastructure


� A reliable platform

Stronger IT Governance

and Compliance with

� Healthcare-specific guidance, recommendations and tools

� Reliable inventory and auditing capabilities

User � A consistent user experience due to a standardised desktop environment

� New and improved applications and features

Increased IT Administrator � Good management tools

� A consistent, standardised operating environment

Better Use of IT Resources � Opportunities for server and data centre consolidation

: Business Drivers, Benefits and Enablers of the HPO Microsoft Infrastructure

provides an overview of the business benefits and enablers that are provided by the Healthcare Platform Optimisation Guidance as a whole. To examine these enablers in further

matches these enablers to the individual infrastructure guidance documentsHealthcare Platform Optimisation Guidance.

It is also recognised that some healthcare organisations may choose to adopt a subset of the Healthcare Platform Optimisation Guidance. Table 2 will assist in identifying the benefit

ieved by adoption of individual guidance documents.


Page 12

specific guidance, recommendations and tools

A consistent user experience due to a standardised desktop environment

Fully supportable environment based the latest versions of Microsoft software

Opportunities for server and data centre consolidation

High service availability due to a reliable infrastructure


Fully supportable environment based the latest versions of Microsoft software

Highly secure due to an inherently secure platform and highly manageable

specific guidance, recommendations and tools


Opportunities for server and data centre consolidation

and enablers that are provided by the as a whole. To examine these enablers in further

guidance documents that

may choose to adopt a subset of the will assist in identifying the benefits that may


Healthcare Desktop Autom

ated Build {

R5}

Healthcare-specific guidance,

recommendations and tools �

Sharing of current best-practices

across the healthcare organisation �

Optimised process

Automated processes and tools

A consistent end-user experience

due to a standardised desktop

environment

�

Use of familiar end-user software �

A consistent, standardised

operating environment �

A secure infrastructure �

A manageable infrastructure �

A reliable platform �

Low maintenance overheads �

Reliable inventory and auditing

capabilities

Being fully supportable through

using the latest versions of

Microsoft software

�

Opportunities for server and data

centre consolidation

High service availability due to a

reliable infrastructure

Good management tools

New and improved applications

and features

Table 2: Business Benefit Enablers Mapped to


Healthcare Desktop Autom

ated Build {

R5}

BDD 200

7 Extensions

{R6}

Autom

ated

Build Application Integration

{R7}

Healthcare Desktop Deploym

ent {

R8}

Healthcare Desktop M

anag

ement {

R9}

Healthcare Desktop User State Migration

{R10

}

Group Policy for Healthcare Desktop

Managem

ent {

R11

}

Active Dire

ctory Design Guide {R12

}

Healthcare EFS Tool {

R13

}

Windows Server Update Services

{R14

& R

15}

� � � � � � � � �

� � � � � � � � �

� � � � � � � �

� � � � � � �

� � � � � � � �

� �

� �

� � � � � �

� � � � �

� � � � � � � �

� � � � � � �

� � � � � � � �

�

� �

� � � � �

�

� �

� �

� � � � �

�

�

� � �

apped to Individual HPO Microsoft Infrastructure Documents


Page 13

Windows Server Update Services

{R14

& R

15}

SMS Deploym

ent {

R16

& R

17}

Software Distribution and Update Man

agem

ent

Using SMS {R18

, R19

& R

20}

Com

bined HPO Microsoft Infrastructure

Guidance

� � � �

� � � �

� � � �

�

�

�

�

� �

�

� �

� � � �

� �

� � � �

� � �

� � � �

�

�

� � � �

�


5.3 Using all of the Many of the Healthcare Platform Optimisation Guidancespecific benefit to a healthcare organisationto design and deploy a comprehensive

Together the Healthcare Platform Optimisation Guidancedeploy a reliable, stable, secure, infrastructure that is appropriate for manage desktops can be characterised according to the levels of automation and centralised management used. These are summarised in by a heterogeneous environment with little or no centralised management, to characterised by a homogenous environment with centr

In terms of the infrastructure optimiGuidance assists a healthcare organisationDynamic state as rapidly as possible to achieveavailability.

See APPENDIX C for more information.

Infrastructure Optimization

Basic Standardized

� No standard operating

system image

� All desktops are unique after

deployment

� Inconsistent patch

management

� Manually deploying and

upgrading systems with

DVDs or CDs

� Limited or ad hoc application

testing

� No monitoring or compliance

checking

� Limited hardware or

software inventory

� Lack of standards drives

frequent help-desk calls and

prolonged downtime

� Defined set of standard

basic images

� Multiple desktop operating

systems still exist at

department level

� Automated patch

management

� Lig

install

� Departmental application

testing

� Ad hoc script based

compliance monitoring

� Separate inventories of

applications, images,

hardware and user data

� Standards and inventory

enable multi

to resolve calls faster

Table 3: Infrastructure Optimization Maturity Lifecycle

The Healthcare Platform Optimisation Guidancebuilding, testing, and deploying arealise a quick return on investment while also setting new standards for reliability, performance, security, and ease of use of the desktop and server platform.


Using all of the HPO Microsoft Infrastructure GuidanceHealthcare Platform Optimisation Guidance documents can be used alone to provide

a healthcare organisation. However, they provide greatest value when combined to design and deploy a comprehensive HPO-based Microsoft infrastructure.

Healthcare Platform Optimisation Guidance provide the quickest and easiest way to deploy a reliable, stable, secure, available, manageable and supportable desktop platform and infrastructure that is appropriate for a healthcare organisation. The methods used to deploy and manage desktops can be characterised according to the levels of automation and centralised

t used. These are summarised in Table 3 and range from Basic, which is characterised by a heterogeneous environment with little or no centralised management, to Dynamiccharacterised by a homogenous environment with centralised management.

infrastructure optimisation maturity lifecycle, the Healthcare Platform Optimisation a healthcare organisation to move away from a Basic state and

state as rapidly as possible to achieve lower desktop TCO and improved platform

for more information.

Infrastructure Optimization Maturity Lifecycle

Standardized Rationalized Dynamic

Defined set of standard

basic images

Multiple desktop operating

systems still exist at

department level

Automated patch

management

Light touch upgrade and

install

Departmental application

testing

Ad hoc script based

compliance monitoring

Separate inventories of

applications, images,

hardware and user data

Standards and inventory

enable multi-tiered help desk

to resolve calls faster

� Primary desktop operating

system is Windows XP, with

images defined at a

healthcare organisation level

� Reference image managed

manually

� Automated software

distribution, management

and tracking

� Zero touch upgrade and

install

� Application certification and

compatibility testing

� Automated monitoring of

servers

� Automated hardware and

software inventory systems

in place

� Rigorous standards,

integrated inventory and self

provisioning password

resets result in fewer,

shorter help desk calls.

� Automated reference im

system connected to OEM

partner

� Automated patch

management extended to

servers

� Automated application


� Service level monitoring on

desktops

� Help desk supports users

through remote assistance

Maturity Lifecycle States

Healthcare Platform Optimisation Guidance delivers end-to-end guidance for efficient planning, building, testing, and deploying an HPO-based Microsoft infrastructure. It helps IT professionals

se a quick return on investment while also setting new standards for reliability, performance, security, and ease of use of the desktop and server platform.


Page 14

Microsoft Infrastructure Guidance can be used alone to provide

. However, they provide greatest value when combined

provide the quickest and easiest way to available, manageable and supportable desktop platform and

. The methods used to deploy and manage desktops can be characterised according to the levels of automation and centralised

, which is characterised Dynamic, which is

Healthcare Platform Optimisation state and towards a

lower desktop TCO and improved platform

Dynamic

Automated reference image

system connected to OEM

partner

Automated patch

management extended to

servers

Automated application


Service level monitoring on

desktops

Help desk supports users

through remote assistance

end guidance for efficient planning, . It helps IT professionals

se a quick return on investment while also setting new standards for reliability, performance,


5.4 Planning Timeline ComparisonsA number of Planning Timeline Comparisonssavings that may be achieved through use of the

� Planning Timeline Comparisons





These documents highlight the value of the underlying by comparing how long it would take to deploy or manage a solution with and without the Healthcare Platform Optimisation Guidanceorganisations when evaluating the use of also prove valuable in the initial stages of creating a business case for Platform Optimisation Guidance

The timelines are based upon field experience of the task in question.demonstrated by the Planning Timeline Comparisonstraining. Shortening the time taken to accomplish each task will help to reduce the cost.well-defined guidance will help to reduce risk.planning project appraisal model is being used for business justificati


Planning Timeline Comparisons Planning Timeline Comparisons have been produced. These illustrate the time

savings that may be achieved through use of the Healthcare Platform Optimisation Guidance

Planning Timeline Comparisons – Active Directory {R21}

Planning Timeline Comparisons – Desktop Deployment {R22}

Planning Timeline Comparisons – Desktop Management {R23}

Planning Timeline Comparisons – Systems Management Server 2003 {

Planning Timeline Comparisons – Windows Server Update Services {R25

These documents highlight the value of the underlying Healthcare Platform Optimisation Guidanceby comparing how long it would take to deploy or manage a solution with and without the

hcare Platform Optimisation Guidance. These documents are intended for use by when evaluating the use of Healthcare Platform Optimisation Guidance

also prove valuable in the initial stages of creating a business case for the use of Platform Optimisation Guidance.

The timelines are based upon field experience of the task in question. One direct benefit Planning Timeline Comparisons is a reduction in the requirement for formal

ing the time taken to accomplish each task will help to reduce the cost.defined guidance will help to reduce risk. Together these benefits will support whatever capital

planning project appraisal model is being used for business justification.


Page 15

llustrate the time Healthcare Platform Optimisation Guidance:

{R24}

R25}

Healthcare Platform Optimisation Guidance, by comparing how long it would take to deploy or manage a solution with and without the

. These documents are intended for use by healthcare Healthcare Platform Optimisation Guidance. They may

the use of Healthcare

One direct benefit is a reduction in the requirement for formal

ing the time taken to accomplish each task will help to reduce the cost. Providing Together these benefits will support whatever capital


6 BUSINESS BENEFITS

This document is aimed at helping IT Managers create business cases for improving their infrastructure. In building a business case it is often valuable to have evidence from other healthcare organisations alongside more general evidence from Microsoft.

The documents have been tested with engagement feedback is presented

6.1 Infrastructure OptimisationAPPENDIX C contains an introduction to Infrastructure Optimisationorganisations that participated in piloting the opportunity to be guided through an IO assessment, looking at the Healthcare Platform Optimisation Guidancethe initial infrastructure maturity and then the changes introduced Optimisation Guidance were discussed to create a post

The findings are summarised in the following two diagrams. Each circle represents the result for one healthcare organisation.

Figure 5: IO Assessment Results - Before HPO

If any area is designated as basic, then according to the IO model, the IT systems are characterised as basic, even if some areas are standardized, rationalized, or dynamic.

Thus it can be seen that all of the surveyed maturity.

Basic organisations are the least efficient performers and have high costsWhite Paper Optimizing Infrastructure: The Relationship Between IT Labopractices for Managing the Windows Desktop


ENEFITS – EVIDENCE

is aimed at helping IT Managers create business cases for improving their In building a business case it is often valuable to have evidence from other

alongside more general evidence from Microsoft.

have been tested with early adopters, and some of the quantitative and qualitative engagement feedback is presented in this section.

Infrastructure Optimisation contains an introduction to Infrastructure Optimisation (IO). The healthcare

participated in piloting the guidance during January-March 2007y to be guided through an IO assessment, looking at their infrastructure

Healthcare Platform Optimisation Guidance. The IO assessment was first carried out to look at the initial infrastructure maturity and then the changes introduced by the Healthcare Platform

were discussed to create a post-HPO infrastructure maturity assessment.

in the following two diagrams. Each circle represents the result for

HPO


that all of the surveyed healthcare organisations began at the basic level of

ations are the least efficient performers and have high costs according to an IDC Optimizing Infrastructure: The Relationship Between IT Labor Costs and

s for Managing the Windows Desktop {R26} .


Page 16

is aimed at helping IT Managers create business cases for improving their In building a business case it is often valuable to have evidence from other

and some of the quantitative and qualitative

healthcare March 2007 were given the

their infrastructure before and after . The IO assessment was first carried out to look at

Healthcare Platform infrastructure maturity assessment.

in the following two diagrams. Each circle represents the result for


began at the basic level of

ccording to an IDC r Costs and Best-


One of the key findings of the IDCdecrease as infrastructure maturity increases as shown in

Infrastructure Maturity Level

Basic

Standardized

Rationalized

Table 4: Annual IT Labour Cost per PC

Figure 6: IO Assessment Results - After HPO

After implementation of the Healthcare Platform Optimisation Guidancehealthcare organisations has advanced from Basic to Standardized.Standardized organisations have lower IT labour costs per PC.

Using the IDC figures, the cost saving per PC is $1320

At the 23 February 2007, exchange rate of

The IDC study was based on 59 North American organisations,infrastructure. The infrastructure sizes seem broadly comparable with ranging from a single hospital up to a countywith early adopters during JanuaryIDC would be higher than could be justified for improved infrastructure maturity through adoption of current labour cost per PC, does seem to match the evidence collected and summarised in section

The guidance that was specifically 2007 was Software Distribution and Update Management Desktop User State Migration maturity was piloting only HealthcareMigration without Software Distribution and Update Management move to the next level of maturity.

The IDC figures could be taken as a way of generating overall cost savings in the IT budget.the early adopter interviews, it became apparespecific healthcare organisationwas intended to be used to reduce overtime and result in a direct cost saving.saved would be reinvested on further infrastructure improvement projects, creating a virtuous cycle


e IDC study presented in the white paper is that IT labour costs perfrastructure maturity increases as shown in Table 4.

Annual IT Labour Cost per PC

$1,320

$580

$230

Healthcare Platform Optimisation Guidance, all but one of the has advanced from Basic to Standardized. According to the IDC study,

Standardized organisations have lower IT labour costs per PC.

Using the IDC figures, the cost saving per PC is $1320 - $580 = $740.

exchange rate of $1.96 to the pound, this converts to £378.

The IDC study was based on 59 North American organisations, having 1,000-20,000 PCs in their The infrastructure sizes seem broadly comparable with healthcare organisations

ospital up to a county-wide organisation. The data collected from working January-March 2007 suggests that the hourly labour cost calculated by

IDC would be higher than could be justified for healthcare organisations. Even so, thimproved infrastructure maturity through adoption of current best-practices, leading to reduced

does seem to match the evidence collected and summarised in section

specifically piloted with healthcare organisations during JanuarySoftware Distribution and Update Management Using SMS {R19 & R20

{R10} . The one healthcare organisation that remained at Basic Healthcare Desktop User State Migration. Healthcare

Software Distribution and Update Management Using SMS was not sufficient to move to the next level of maturity.

The IDC figures could be taken as a way of generating overall cost savings in the IT budget.interviews, it became apparent that this is unlikely to always be the case for a

healthcare organisation. In one case, the time saved from automating infrastructure tasks was intended to be used to reduce overtime and result in a direct cost saving. More often, the time

d would be reinvested on further infrastructure improvement projects, creating a virtuous cycle


Page 17

presented in the white paper is that IT labour costs per PC

, all but one of the ccording to the IDC study,

, this converts to £378.

20,000 PCs in their healthcare organisations,

The data collected from working suggests that the hourly labour cost calculated by

. Even so, the pattern of s, leading to reduced

does seem to match the evidence collected and summarised in section 6.2.

during January-March R20} and Healthcare

that remained at Basic Healthcare Desktop User State

was not sufficient to

The IDC figures could be taken as a way of generating overall cost savings in the IT budget. From nt that this is unlikely to always be the case for a the time saved from automating infrastructure tasks

More often, the time d would be reinvested on further infrastructure improvement projects, creating a virtuous cycle


of improved service to the user community. For example, one backlog of service desk calls and improving one day.

The increased level of infrastructure maturity can be linked to objective of improving patient care. Patient care can be improved efficiency and effectiveness. The IT systems will benefit from a consistent, wellinfrastructure, that is to say an increased level of infrastructure maturity.

6.2 Early Adopter BenefitsThe early adopters were asked to identify business benefits that they had eitheor that they would expect once the

“We were going to write our own scripts, but wouldn’t have been able to copy the user application settings. From the end user point of view, the

“Users create local shares on their own machines. If the hard drive goes then all the users lose their data. If someone walked out with a machine then everything has gone. Now data secure, it will be backed up, and easier to share with other users.”

Considering the time spent in migrating settings to a new desktop:

Number of PCs refreshed per year

Minutes per PC

Total Minutes

Total Hours

Table 5: Time Spent in Migrating Settings to a New Desktop

That represents approximately one third of an engineeralso be 90 minutes of travel each way, so this activityengineer.

“We currently have 7 images. With BDD 2007 Extensions, one of the main advantages is we can have a generic image that can apply to any PC. The fact that you can then deploy it by SMS is a great bonus for

Below is an approximate valuation of the annual cost saving from reducing the number of images:

Hours to create an image

Hours to test an image

Total hours

Image refreshes per year

Total hours per year

Engineer Salary per year

Engineer Hours per year

Annual Cost per image

Reduction in number of images

Reduction in annual cost

Table 6: Cost Saving by Reducing Number of Images


of improved service to the user community. For example, one early adopter talked about tackling a backlog of service desk calls and improving the turnaround for desktop rebuilds from one week to

The increased level of infrastructure maturity can be linked to objective of improving patient care. can be improved by enabling clinicians and other healthcare staff to increase their

effectiveness. The IT systems will benefit from a consistent, wellinfrastructure, that is to say an increased level of infrastructure maturity.

Benefits were asked to identify business benefits that they had eithe

or that they would expect once the guidance was used on the live network environment.

“We were going to write our own scripts, but wouldn’t have been able to copy the user application settings. From the end user point of view, the machine customisation is identical so it is as easy as possible for them.”

“Users create local shares on their own machines. If the hard drive goes then all the users lose their data. If someone walked out with a machine then everything has gone. Now data will be on the network. It will be secure, it will be backed up, and easier to share with other users.”

Considering the time spent in migrating settings to a new desktop:

1,000

30

30,000

500

: Time Spent in Migrating Settings to a New Desktop

That represents approximately one third of an engineer’s time. With lots of remote sites, there can also be 90 minutes of travel each way, so this activity could actually be a full time job for one

“We currently have 7 images. With BDD 2007 Extensions, one of the main advantages is we can have a generic image that can apply to any PC. The fact that you can then deploy it by SMS is a great bonus for


24

24

48

4

192

£20,000

1575

£2,438

6

£14,628.57

: Cost Saving by Reducing Number of Images


Page 18

talked about tackling a desktop rebuilds from one week to

The increased level of infrastructure maturity can be linked to objective of improving patient care. staff to increase their

effectiveness. The IT systems will benefit from a consistent, well-managed

were asked to identify business benefits that they had either already achieved environment.

“We were going to write our own scripts, but wouldn’t have been able to copy the user application settings. machine customisation is identical so it is as easy as possible for them.”

“Users create local shares on their own machines. If the hard drive goes then all the users lose their data. If will be on the network. It will be

With lots of remote sites, there can could actually be a full time job for one

“We currently have 7 images. With BDD 2007 Extensions, one of the main advantages is we can have a generic image that can apply to any PC. The fact that you can then deploy it by SMS is a great bonus for us.”



On the Software Distribution and Software

“To get our environment automated using SMS is just going to free up so much of our time to concentrate on other things. For example, we are rolling out a client for our new patient information system. SMS will save us a lot of time by not having to install the application manually on 1,200 PCs. It would have taken 10 to 15 minutes per machine, so not only have we saved 250 personclinical staff to begin using the new system sooner than

On the Software Distribution and Software Update Management

“From the user experience point of view, the options are limited. We wanted to make sure they got updates, so updates and reboots were forced upon at dinner time and then reboot after work.”

“In SMS, we’ll be able to run a compliance report to show that only 80% of the machines are fully patched.”

“Users don’t like logging on because it takes too long. If we push an update out by their logging on time. SMS will alleviate that problem.”

“We’re rolling out a clinical system.had to do quite a complicated script with some reporting functionality to report back whether it has been installed – quite a lengthy A4 page of scripting.deployed it. So instantly there are benefits straight aw

“In this day and age, the use of deployment and patch management tools is essential.because of funding issues, or lack of resources to actually use them.need to design it right and maintaiof having everything patched and updated.”

“…has stated that the software they give to us will frequently change.3500 PCs over 10 sites. We could see how problematic this was going to be and how much it would cost, so there was a clear business case for SMS.”

“We have been burnt in the past by the problems of remaining unpatched. It took two days to get the patch written and deployed – a significant cost of IT time and end user downtime.”

Consider the cost of a monthly visit to spend 20 minutes patching each PC:

Number of PCs

Minutes per PC per month

Total Minutes

Total Hours



Cost per month

Cost per year

Table 7: Cost of Patching PC's Monthly

“I had a go with the User State Migration Tool and wasn’t really confident that I was capturing everything feedback from users confirmed that it didn’t migrate PDF files. The standard USMT documentation is quite hefty, but the HPO documentation is very good at highlighting the importa

“Previously, I would put aside half an hour to an hour to manually check a computer to make sure that we’d got everything. With the USMT, hands on time is only a couple of minutes, because you set it going and once it has finished check the log file and make sure there are no errors.”

Over the next year, between 500 and 800 PCs will be migrated.maximum times and costs involved suggests significant cost savings through use of the USMT this year.


Software Distribution and Software Update Management guidance:

To get our environment automated using SMS is just going to free up so much of our time to concentrate on other things. For example, we are rolling out a client for our new patient information system. SMS will save us

time by not having to install the application manually on 1,200 PCs. It would have taken 10 to 15 minutes per machine, so not only have we saved 250 person-hours of time, but we have also enabled our clinical staff to begin using the new system sooner than would otherwise have been possible.

Software Distribution and Software Update Management guidance:

“From the user experience point of view, the options are limited. We wanted to make sure they got updates, so updates and reboots were forced upon users. We wanted to offer the users more choice: to install the updates at dinner time and then reboot after work.”

we’ll be able to run a compliance report to show that only 80% of the machines are fully patched.”

ause it takes too long. If we push an update out by Group Policy SMS will alleviate that problem.”

“We’re rolling out a clinical system. We had to script that. Because it needs admin rights and an EXE we’ve e a complicated script with some reporting functionality to report back whether it has been

quite a lengthy A4 page of scripting. In 10 minutes with SMS I’ve just created that package and So instantly there are benefits straight away.”

“In this day and age, the use of deployment and patch management tools is essential. People don’t have them because of funding issues, or lack of resources to actually use them. Even when the software is “free”, you need to design it right and maintain it. We recognised the benefits from the start: the benefit of time saving and of having everything patched and updated.”

has stated that the software they give to us will frequently change. We’ve got to install and maintain this on sites. We could see how problematic this was going to be and how much it would cost, so

there was a clear business case for SMS.”

“We have been burnt in the past by the problems of remaining unpatched. It took two days to get the patch a significant cost of IT time and end user downtime.”

Consider the cost of a monthly visit to spend 20 minutes patching each PC:

3,500

20

70,000

1,167

£20,000

1575

£14,815

£177,778

Migration Tool and wasn’t really confident that I was capturing everything feedback from users confirmed that it didn’t migrate PDF files. The standard USMT documentation is quite hefty, but the HPO documentation is very good at highlighting the important bits.”

“Previously, I would put aside half an hour to an hour to manually check a computer to make sure that we’d got everything. With the USMT, hands on time is only a couple of minutes, because you set it going and once

ile and make sure there are no errors.”

Over the next year, between 500 and 800 PCs will be migrated. Looking at the minimum and maximum times and costs involved suggests significant cost savings through use of the USMT this


Page 19

To get our environment automated using SMS is just going to free up so much of our time to concentrate on other things. For example, we are rolling out a client for our new patient information system. SMS will save us

time by not having to install the application manually on 1,200 PCs. It would have taken 10 to 15 hours of time, but we have also enabled our

would otherwise have been possible.”

“From the user experience point of view, the options are limited. We wanted to make sure they got updates, so users. We wanted to offer the users more choice: to install the updates

we’ll be able to run a compliance report to show that only 80% of the machines are fully patched.”

Group Policy it prolongs

Because it needs admin rights and an EXE we’ve e a complicated script with some reporting functionality to report back whether it has been

In 10 minutes with SMS I’ve just created that package and

People don’t have them Even when the software is “free”, you

We recognised the benefits from the start: the benefit of time saving and

We’ve got to install and maintain this on sites. We could see how problematic this was going to be and how much it would cost, so

“We have been burnt in the past by the problems of remaining unpatched. It took two days to get the patch

Migration Tool and wasn’t really confident that I was capturing everything - feedback from users confirmed that it didn’t migrate PDF files. The standard USMT documentation is quite

“Previously, I would put aside half an hour to an hour to manually check a computer to make sure that we’d got everything. With the USMT, hands on time is only a couple of minutes, because you set it going and once

Looking at the minimum and maximum times and costs involved suggests significant cost savings through use of the USMT this


Number of PCs refreshed

Minutes saved per PC

Total Minutes Saved

Total Hours Saved



Cost Saving

Table 8: Migration Times and Costs

“We have used it on a couple of occasions in the live environment and it has been a big benefit with regard to getting 100% coverage of data being migrated. USMT results are more consistent than manual migrations.”

“Since we’ve started using HPO guidance, we’ve totally redesigned the way we do everything. We had a totally manual build process and over 40 builds automated the 2 remaining builds and have removed 275GB of images. We’ve s- every change is logged and formally signed off. We have deployed the current live image to 100 desktops.”

“It has been a lot of work to get it just how we like it, but the amount of time it is going to save in the future you can’t put numbers to it – it’s just going to save no end of time and give the end users a better, more professional experience.”

“With the HPO guidance, I didn’t need to go to other places to find answers. Without the HPO documents, the information required is scattered all over the place.”

“SMS is another step towards our goal of not having engineers traipsing around and being able to work from their desks. The cost saving should be significant in terms of engineers’ time if they don’t need to go out aninstall applications. If you consider the Smartcard software for Choose and Book, an engineer has to spend 15-20 minutes installing it whereas if you can roll it out remotely that frees them up to do something else, that’s an enormous benefit.”

“There are issues about updating too. There have already been a number of updates, but we can’t roll them out because we haven’t got the resources to keep re

“We knew we would benefit from USMT, but didn’t havedocumentation was more focussed: Bang! Here’s what it is! Here’s what it does! Here’s how you can use it! We went through the HPO documentation step by step and it focuses on what I need to do, avoiding the exotusage scenarios. It would have taken considerably longer to come up with the solution from scratch without any HPO materials.”

“Moving user files and settings to a new machine happened on an ad hoc basis. Things would get missed because the engineer didn’t know about a particular setting, or because the user didn’t say they had data in a particular location. USMT integrates the data back into the user’s profile their desktop, their favourites are restored as favouriteUSMT is helping us develop standardised, repeatable processes and the end user experience is greatly improved.”

“With 1800-2000 PCs, there’s not a week goes by when our Desktop Support Team haven’t got to deploy or old desktops that need rebuilding. We’ve had a big machine replacement over the last two years If this had happened two years ago it would have been absolutely fantastic.”

“With BDD 2007 Extensions there is a time saving in the of the builds themselves and the benefits that brings. It is a lot easier to manage the systems when each one is the same. It’s a lot easier to pin down problems.”

“It frees up our desktop technicians. If they have a machine that needs rebuilding, they have to sit down and do it manually – which will take half a day. In future, they’ll start it off and come back to a fully built machine, all done automatically.”

“It gives a better end user impressionfrom it.”


Min Max

500 800

30 60

15,000 48,000

250 800

£20,000 £25,000

1575 1575

£3,175 £12,698


ng HPO guidance, we’ve totally redesigned the way we do everything. We had a totally manual build process and over 40 builds – 300GB of image files. With BDD 2007 Extensions we have automated the 2 remaining builds and have removed 275GB of images. We’ve started a build change process

every change is logged and formally signed off. We have deployed the current live image to 100 desktops.”

“It has been a lot of work to get it just how we like it, but the amount of time it is going to save in the future it’s just going to save no end of time and give the end users a better, more

“With the HPO guidance, I didn’t need to go to other places to find answers. Without the HPO documents, the ired is scattered all over the place.”

“SMS is another step towards our goal of not having engineers traipsing around and being able to work from their desks. The cost saving should be significant in terms of engineers’ time if they don’t need to go out aninstall applications. If you consider the Smartcard software for Choose and Book, an engineer has to spend

20 minutes installing it whereas if you can roll it out remotely that frees them up to do something else, that’s

re issues about updating too. There have already been a number of updates, but we can’t roll them out because we haven’t got the resources to keep re-visiting PCs, so we only put them on the new builds.”

We knew we would benefit from USMT, but didn’t have the time to read all the documents. The HPO documentation was more focussed: Bang! Here’s what it is! Here’s what it does! Here’s how you can use it! We went through the HPO documentation step by step and it focuses on what I need to do, avoiding the exotusage scenarios. It would have taken considerably longer to come up with the solution from scratch without

“Moving user files and settings to a new machine happened on an ad hoc basis. Things would get missed didn’t know about a particular setting, or because the user didn’t say they had data in a

particular location. USMT integrates the data back into the user’s profile – what was on their desktop is on their desktop, their favourites are restored as favourites and their PST is attached to their Outlook profile. USMT is helping us develop standardised, repeatable processes and the end user experience is greatly

2000 PCs, there’s not a week goes by when our Desktop Support Team haven’t got to deploy or old desktops that need rebuilding. We’ve had a big machine replacement over the last two years If this had happened two years ago it would have been absolutely fantastic.”

“With BDD 2007 Extensions there is a time saving in the initial build process. But it is more the standardisation of the builds themselves and the benefits that brings. It is a lot easier to manage the systems when each one is the same. It’s a lot easier to pin down problems.”

ns. If they have a machine that needs rebuilding, they have to sit down and which will take half a day. In future, they’ll start it off and come back to a fully built machine, all

“It gives a better end user impression when each machine is the same. There is a big professionalism benefit


Page 20


ng HPO guidance, we’ve totally redesigned the way we do everything. We had a 300GB of image files. With BDD 2007 Extensions we have

tarted a build change process every change is logged and formally signed off. We have deployed the current live image to 100 desktops.”

“It has been a lot of work to get it just how we like it, but the amount of time it is going to save in the future – it’s just going to save no end of time and give the end users a better, more

“With the HPO guidance, I didn’t need to go to other places to find answers. Without the HPO documents, the

“SMS is another step towards our goal of not having engineers traipsing around and being able to work from their desks. The cost saving should be significant in terms of engineers’ time if they don’t need to go out and install applications. If you consider the Smartcard software for Choose and Book, an engineer has to spend

20 minutes installing it whereas if you can roll it out remotely that frees them up to do something else, that’s

re issues about updating too. There have already been a number of updates, but we can’t roll them visiting PCs, so we only put them on the new builds.”

the time to read all the documents. The HPO documentation was more focussed: Bang! Here’s what it is! Here’s what it does! Here’s how you can use it! We went through the HPO documentation step by step and it focuses on what I need to do, avoiding the exotic usage scenarios. It would have taken considerably longer to come up with the solution from scratch without

“Moving user files and settings to a new machine happened on an ad hoc basis. Things would get missed didn’t know about a particular setting, or because the user didn’t say they had data in a

what was on their desktop is on s and their PST is attached to their Outlook profile.

USMT is helping us develop standardised, repeatable processes and the end user experience is greatly

2000 PCs, there’s not a week goes by when our Desktop Support Team haven’t got new desktops to deploy or old desktops that need rebuilding. We’ve had a big machine replacement over the last two years –

initial build process. But it is more the standardisation of the builds themselves and the benefits that brings. It is a lot easier to manage the systems when each one

ns. If they have a machine that needs rebuilding, they have to sit down and which will take half a day. In future, they’ll start it off and come back to a fully built machine, all

when each machine is the same. There is a big professionalism benefit


“There is too much to read! We use Technet, books, download trial software and troubleshoot with Google Groups. The Reviewer Guides are quite good, but not sector specific. Thfor healthcare-specific, concise infrastructure guidance.”

“The policy is that no personally identifiable information is stored on laptops, but EFS would still be valuable for protecting the information on stolen PCs.”

“For desktop migration, half a day is typically spent per desktop in recreating settings on the new machine. The helpdesk dread these calls because things get forgotten with a manual process e.g. a user’s custom dictionary or normal document template. We oftimportant has been missed.”

There are 1500 PCs at the early adopterto access an application.

“At the moment, software distribution is a Citrix client, it would take 20 minutes per machine on 1500 machines, so we would spend 500 man hours just installin

“SMS could essentially push it out overnight and they would come in in the morning and it’s all done. The saving in manpower is just enormous and it would be just one guy setting it up on SMS, not 6 or 7 running around site at the same time.”

Table 9 demonstrates a cost of more than £7,000 for manually deploying the Citrix client. hardware and software cost for implementing SMS wenvironment - a cost that will quickly be outweighed by the savings from multiple, automated deployments.

Number of PCs

Minutes per PC

Total minutes

Total hours

Engineer Average Salary

Engineer hours per year

Cost

Table 9: Costs for Manually Deploying the Citrix

“For the business case, one of the key factors was patch management system is fully up-to-date and secure. We are using SMS (rather than WSUS) because the user experience is more manageable. There is a lot of very useful information in the Software Update Management document things that I wouldn’t necessarily be aware of. For example, wtogether. From that point of view the documents are fantastic.”

“The documents are written to be healthcareinfrastructures because they can be so different. The documents are well written for the different scenarios with different paths.”

“The documents are very useful. The benefits are saving money and saving time. SMS makes us more effective because instead of being reactive, we can be

“The SMS Deployment guidance was better than working through the 600 page standard document and got us to a working environment in only 8 hours. It definitely saved us time and effort and we won’t now need to employ a £1000 per day consultant.”

“We had tried doing WSUS a couple of times before and had swamped the network. The HPO solution has met our business need for patching. This just plugs so many security holes that it will definitely save us time, save us manpower and give us more stable systems.”

“The GPO documentation was specific to the size and scale of a Trust. In the past, consultants’ recommendations have been too generic and more relevant to large commercial organisations. This has saved us an awful lot of time and been


There is too much to read! We use Technet, books, download trial software and troubleshoot with Google Groups. The Reviewer Guides are quite good, but not sector specific. The HPO documentation fills the need

specific, concise infrastructure guidance.”

“The policy is that no personally identifiable information is stored on laptops, but EFS would still be valuable for protecting the information on stolen PCs.”

or desktop migration, half a day is typically spent per desktop in recreating settings on the new machine. The helpdesk dread these calls because things get forgotten with a manual process e.g. a user’s custom dictionary or normal document template. We often keep the old PC for 2 weeks, just in case something

the early adopter hospital and every PC will need the Citrix client to be able

“At the moment, software distribution is a very manual process. If we’re pushing out an application like the Citrix client, it would take 20 minutes – to connect, login as Admin, run the setup and logoff. That’s 20 minutes per machine on 1500 machines, so we would spend 500 man hours just installing the Citrix client.

“SMS could essentially push it out overnight and they would come in in the morning and it’s all done. The saving in manpower is just enormous and it would be just one guy setting it up on SMS, not 6 or 7 running

demonstrates a cost of more than £7,000 for manually deploying the Citrix client. hardware and software cost for implementing SMS was calculated as £16,000 in the

a cost that will quickly be outweighed by the savings from multiple, automated

1,500

20

30,000

500

£24,000

1,575

£7,619

: Costs for Manually Deploying the Citrix Client

“For the business case, one of the key factors was patch management – making sure that the operating date and secure. We are using SMS (rather than WSUS) because the user experience is

more manageable. There is a lot of very useful information in the Software Update Management document things that I wouldn’t necessarily be aware of. For example, we were uncertain how best to put the collections together. From that point of view the documents are fantastic.”

“The documents are written to be healthcare-specific. It’s very difficult to cater for all the different healthcare y can be so different. The documents are well written for the different scenarios

“The documents are very useful. The benefits are saving money and saving time. SMS makes us more effective because instead of being reactive, we can be proactive.”

The SMS Deployment guidance was better than working through the 600 page standard document and got us to a working environment in only 8 hours. It definitely saved us time and effort and we won’t now need to

consultant.”

“We had tried doing WSUS a couple of times before and had swamped the network. The HPO solution has met our business need for patching. This just plugs so many security holes that it will definitely save us time,

more stable systems.”

“The GPO documentation was specific to the size and scale of a Trust. In the past, consultants’ recommendations have been too generic and more relevant to large commercial organisations. This has saved us an awful lot of time and been beneficial in bringing new ideas into the Trust.”


Page 21

There is too much to read! We use Technet, books, download trial software and troubleshoot with Google e HPO documentation fills the need

“The policy is that no personally identifiable information is stored on laptops, but EFS would still be valuable

or desktop migration, half a day is typically spent per desktop in recreating settings on the new machine. The helpdesk dread these calls because things get forgotten with a manual process e.g. a user’s custom

en keep the old PC for 2 weeks, just in case something

and every PC will need the Citrix client to be able

very manual process. If we’re pushing out an application like the to connect, login as Admin, run the setup and logoff. That’s 20 minutes

g the Citrix client.

“SMS could essentially push it out overnight and they would come in in the morning and it’s all done. The saving in manpower is just enormous and it would be just one guy setting it up on SMS, not 6 or 7 running

demonstrates a cost of more than £7,000 for manually deploying the Citrix client. The as calculated as £16,000 in the hospital

a cost that will quickly be outweighed by the savings from multiple, automated

making sure that the operating date and secure. We are using SMS (rather than WSUS) because the user experience is

more manageable. There is a lot of very useful information in the Software Update Management document – e were uncertain how best to put the collections

specific. It’s very difficult to cater for all the different healthcare y can be so different. The documents are well written for the different scenarios

“The documents are very useful. The benefits are saving money and saving time. SMS makes us more

The SMS Deployment guidance was better than working through the 600 page standard document and got us to a working environment in only 8 hours. It definitely saved us time and effort and we won’t now need to

“We had tried doing WSUS a couple of times before and had swamped the network. The HPO solution has met our business need for patching. This just plugs so many security holes that it will definitely save us time,

“The GPO documentation was specific to the size and scale of a Trust. In the past, consultants’ recommendations have been too generic and more relevant to large commercial organisations. This has


“The IT team were expecting a longexperience. It has really helped set the wheels moving and helped speed up usage of GPO.”

“The BDD 2007 Extensions will save us a lot of time. It used to take 3take about 10 minutes. We will also reduce the number of images required from 25 to about 8.”

“The documentation on Group Policy has saved an awful lot ofWe now have a better understanding of the technology and have identified more areas where we can improve our infrastructure. This will save us money by enabling administrators to focus on proactive tasks as environment is in a more stable state.”

“The Group Policy guidance enables us to use GPOs to do things once rather than hundreds of times. The Deliverable will save us time because our XP rollout will be greatly simplified. Our time is now spent on proactive tasks rather than fire-fighting activities.”

“I hadn’t looked at EFS up until a couple of weeks ago. Using the EFS Tool and the Administration Guide made it relatively straightforward to implement EFS in our test environment.”

“Before WSUS, we were spending £7k each year on licences for a patch management tool. In the space of two weeks, now we have patch management for free.”

The following update on progress with WSUS

“Last week I deployed 7 WSUS servers in a single day and that includsynchronising them. Within 3 days of the server deployment all of our PCs were in the database(s) and being patched making it a fast and painless process.”

“The helpdesk are really impressed with the BDD build because everything to do is turn on the machine and give it a name

“Before that they were manually rebuilding from a Windows XP CD so the quality of the builds was variable. Installing all the updates would then take a couple so it’s a lot faster.”

“The technicians can get more things done in the same amount of time.”

“My manager is interested in working smarter by trying to get things automated.”

“Users benefit because they will get a machine rebuild turnaround of a day instead of a week.”

“The service desk was being flooded with installs and rebuilds of PCs, causing our desktop support engineers to have to do overtime, despite cost pressures.”

“Engineers can now respond to and close service desk calls instead of doing builds least 100 calls that are waiting to be looked at. Again, the users will benefit.”

“We’ve also deployed WSUS. I didn’t know there was an HPO WSUS document. Hopefully that snow with the new Planning and Deployment Guide on the deployment site.”

Table 10 demonstrates how 1

Number of PCs

Rebuilds per week

Rolling replacements (assuming 3 to 5 years)

Total annual builds

Time saved per build

Total time saved annually

Engineer hours per year

Engineers freed up for other tasks

Table 10: Predicted Time Saving at Gateshead Health


“The IT team were expecting a long-winded document, but the reality was a much more practical, handsexperience. It has really helped set the wheels moving and helped speed up usage of GPO.”

07 Extensions will save us a lot of time. It used to take 3-4 hours to build a new image. It will now take about 10 minutes. We will also reduce the number of images required from 25 to about 8.”

“The documentation on Group Policy has saved an awful lot of time spent searching the Internet for guidance. We now have a better understanding of the technology and have identified more areas where we can improve our infrastructure. This will save us money by enabling administrators to focus on proactive tasks as environment is in a more stable state.”

“The Group Policy guidance enables us to use GPOs to do things once rather than hundreds of times. The Deliverable will save us time because our XP rollout will be greatly simplified. Our time is now spent on

fighting activities.”

“I hadn’t looked at EFS up until a couple of weeks ago. Using the EFS Tool and the Administration Guide made it relatively straightforward to implement EFS in our test environment.”

spending £7k each year on licences for a patch management tool. In the space of two weeks, now we have patch management for free.”

he following update on progress with WSUS was provided:

“Last week I deployed 7 WSUS servers in a single day and that includes downloading patches and synchronising them. Within 3 days of the server deployment all of our PCs were in the database(s) and being patched making it a fast and painless process.”

“The helpdesk are really impressed with the BDD build because everything is already installed. All they have to do is turn on the machine and give it a name – Job done.”

“Before that they were manually rebuilding from a Windows XP CD so the quality of the builds was variable. Installing all the updates would then take a couple of hours. With BDD the same task takes about 15 minutes,

“The technicians can get more things done in the same amount of time.”

“My manager is interested in working smarter by trying to get things automated.”

they will get a machine rebuild turnaround of a day instead of a week.”

“The service desk was being flooded with installs and rebuilds of PCs, causing our desktop support engineers to have to do overtime, despite cost pressures.”

to and close service desk calls instead of doing builds – we’ve got a backlog of at least 100 calls that are waiting to be looked at. Again, the users will benefit.”

“We’ve also deployed WSUS. I didn’t know there was an HPO WSUS document. Hopefully that snow with the new Planning and Deployment Guide on the deployment site.”

demonstrates how 1 - 2 engineers will be freed up for other tasks by this

2500

10 - 15

Rolling replacements (assuming 3 to 5 years) An additional 10 - 15 per week

1000 - 1600

1.75 hours

1750 - 2800 hours

1575

1.1 - 1.8

: Predicted Time Saving at Gateshead Health


Page 22

winded document, but the reality was a much more practical, hands-on experience. It has really helped set the wheels moving and helped speed up usage of GPO.”

4 hours to build a new image. It will now take about 10 minutes. We will also reduce the number of images required from 25 to about 8.”

time spent searching the Internet for guidance. We now have a better understanding of the technology and have identified more areas where we can improve our infrastructure. This will save us money by enabling administrators to focus on proactive tasks as the

“The Group Policy guidance enables us to use GPOs to do things once rather than hundreds of times. The Deliverable will save us time because our XP rollout will be greatly simplified. Our time is now spent on

“I hadn’t looked at EFS up until a couple of weeks ago. Using the EFS Tool and the Administration Guide

spending £7k each year on licences for a patch management tool. In the space of

es downloading patches and synchronising them. Within 3 days of the server deployment all of our PCs were in the database(s) and being

is already installed. All they have

“Before that they were manually rebuilding from a Windows XP CD so the quality of the builds was variable. of hours. With BDD the same task takes about 15 minutes,

they will get a machine rebuild turnaround of a day instead of a week.”

“The service desk was being flooded with installs and rebuilds of PCs, causing our desktop support engineers

we’ve got a backlog of at

“We’ve also deployed WSUS. I didn’t know there was an HPO WSUS document. Hopefully that should change

2 engineers will be freed up for other tasks by this time saving.


“The security policy in the hospital is centred around the firewall as the main security defence. The will allow me to provide security at the data level too.”

“At the moment we manually go around 1500 PCs to do an application update. If they work on nothing else, it takes 2 engineers 3 to 4 weeks. Half the issue is access to rooms: the PCs are inhave to schedule access to the room

“We have recently rolled out a new healthcare applicationhave to apply these manually. The users have to suffer the old version until we can get around to intervene. If we had SMS working in our environment then we could do it overnight.”

“One patch was 50% rolled out and was then found to contain a bug, so everything had twhole logistical issue of managing 1500 isolated PCs costs us a lot of money, a lot of time and means the normal support calls don’t get dealt with as they should because engineers are busy on the road.”

“Working with the HPO guidance happlications remotely, without having to visit 120 different sites.”

6.3 Public Case StudiesMicrosoft maintains a repository of case studies at

From a business case perspective, case studies provide evidence of how other organisations have implemented Microsoft technology to solve problems, streamline operations and improve end user experiences.

There are 34 UK healthcare sector case studies. As an example, the following extract is taken from a case study about Southend University Hospital NHS Foundation Trust:

Extract from case study

The Trust was an early adopter of the electronic booking systemextensive updates and close monitoring. Fensom says: “At one stage, we were doing weekly updates, and these machines are all over the Trust. Without central management, my technicians would be running around week in and week out, and we’d have been unable to keep up to date.

“With RIS, it is far easier to deploy and redeploy desktop systems. Although the scripted builds take around 40 minutes to deploy, the total investment of engineers’ time is around five minutes to start process off. They can then walk away confident the system will finish its installation and automatically reboot ready for use.”

Another clear benefit is the ability to use SMS to gain remote access to desktops, which supports a significant time reduction in issue resolution. IT workers can look at most desktop technical issues remotely, without time-consuming desk visits.

Employees are also very positive about the IT team’s support. One of the most common responses in a recent satisfaction survey was th

This evidence would help another investment in improving IT infrastructure could contribute towards a measurable increase in satisfaction – something which can be hard to prove in advance.

Case study evidence can also be searched by keyword, (USMT), or software, for example, success stories related to specific proof points in a business case.


“The security policy in the hospital is centred around the firewall as the main security defence. The will allow me to provide security at the data level too.”

“At the moment we manually go around 1500 PCs to do an application update. If they work on nothing else, it takes 2 engineers 3 to 4 weeks. Half the issue is access to rooms: the PCs are in the GP surgeries and so you have to schedule access to the room – which means that the doctor can’t see patients. It is a real headache.”

a new healthcare application. A couple of updates have been required and we y these manually. The users have to suffer the old version until we can get around to intervene. If

we had SMS working in our environment then we could do it overnight.”

“One patch was 50% rolled out and was then found to contain a bug, so everything had twhole logistical issue of managing 1500 isolated PCs costs us a lot of money, a lot of time and means the normal support calls don’t get dealt with as they should because engineers are busy on the road.”

“Working with the HPO guidance has given me the ability to manage PCs at GP practices. I can now deploy applications remotely, without having to visit 120 different sites.”

Public Case Studies Microsoft maintains a repository of case studies at http://www.microsoft.com/casestudies/

From a business case perspective, case studies provide evidence of how other organisations have implemented Microsoft technology to solve problems, streamline operations and improve end user

healthcare sector case studies. As an example, the following extract is taken from a case study about Southend University Hospital NHS Foundation Trust:

The Trust was an early adopter of the electronic booking system Choose and Book, which requires extensive updates and close monitoring. Fensom says: “At one stage, we were doing weekly updates, and these machines are all over the Trust. Without central management, my technicians would be running

k out, and we’d have been unable to keep up to date.

“With RIS, it is far easier to deploy and redeploy desktop systems. Although the scripted builds take around 40 minutes to deploy, the total investment of engineers’ time is around five minutes to start process off. They can then walk away confident the system will finish its installation and automatically

Another clear benefit is the ability to use SMS to gain remote access to desktops, which supports a on in issue resolution. IT workers can look at most desktop technical issues consuming desk visits.

Employees are also very positive about the IT team’s support. One of the most common responses in a recent satisfaction survey was that users were impressed to “see the computer fix itself.”

This evidence would help another healthcare organisation looking to demonstrate that an investment in improving IT infrastructure could contribute towards a measurable increase in

ething which can be hard to prove in advance.

Case study evidence can also be searched by keyword, for example, User State Migration Tool for example, Microsoft Systems Management Server, to find customer

cific proof points in a business case.


Page 23

“The security policy in the hospital is centred around the firewall as the main security defence. The EFS Tool

“At the moment we manually go around 1500 PCs to do an application update. If they work on nothing else, it the GP surgeries and so you

which means that the doctor can’t see patients. It is a real headache.”

. A couple of updates have been required and we y these manually. The users have to suffer the old version until we can get around to intervene. If

“One patch was 50% rolled out and was then found to contain a bug, so everything had to be revisited. The whole logistical issue of managing 1500 isolated PCs costs us a lot of money, a lot of time and means the normal support calls don’t get dealt with as they should because engineers are busy on the road.”

as given me the ability to manage PCs at GP practices. I can now deploy

http://www.microsoft.com/casestudies/.

From a business case perspective, case studies provide evidence of how other organisations have implemented Microsoft technology to solve problems, streamline operations and improve end user

healthcare sector case studies. As an example, the following extract is taken from

Choose and Book, which requires extensive updates and close monitoring. Fensom says: “At one stage, we were doing weekly updates, and these machines are all over the Trust. Without central management, my technicians would be running

“With RIS, it is far easier to deploy and redeploy desktop systems. Although the scripted builds take around 40 minutes to deploy, the total investment of engineers’ time is around five minutes to start the process off. They can then walk away confident the system will finish its installation and automatically

Another clear benefit is the ability to use SMS to gain remote access to desktops, which supports a on in issue resolution. IT workers can look at most desktop technical issues

Employees are also very positive about the IT team’s support. One of the most common responses in a at users were impressed to “see the computer fix itself.”

looking to demonstrate that an investment in improving IT infrastructure could contribute towards a measurable increase in

User State Migration Tool Microsoft Systems Management Server, to find customer

http://www.microsoft.com/casestudies/


APPENDIX A This section discusses the process involved in the creation of a business case. It uses the high level phases of the REJ framework, as shown in structure to the guidance and references in this document, but are not intended to be prescriptive.Detailed information regarding the REJ framework, includibe found in the Rapid Economic Justification

Potential business benefit inputs that may be used in the creation HPO-based Microsoft infrastructure

Figure 7 : High-Level Process of Creating a Business Case, based on the REJ Process Framework

PART I Business AssessmentThe first phase of the creation of a business case involves assessment of the business and developing an understanding of the issues that are important to is to ensure that any IT investment decision can be shown to be consistent with the organisation’s overall strategic objectives. It is this alignment that allows an REJ study to be conducted quickly because it fohealthcare organisation’s ability to meet its goals.

Table 11 summarises the inputs required, actions thafrom the Business Assessment phase.

Inputs

� Business plans

� Strategic plans

� Interviews with identified stakeholders

Table 11: Inputs, Actions and Outputs of the Business Assessment Phase

The keys to the successful completion of the Business Assessment phase include:

� Executive sponsorship

� Alignment of strategies among stakeholders


RAPID ECONOMIC JUSTIFICATION

This section discusses the process involved in the creation of a business case. It uses the high level phases of the REJ framework, as shown in Figure 7. These phases are used to provide structure to the guidance and references in this document, but are not intended to be prescriptive.Detailed information regarding the REJ framework, including example outputs for each phase, can

Rapid Economic Justification Guide {R2} .

Potential business benefit inputs that may be used in the creation of a business case to deploy an Microsoft infrastructure are discussed in section 5.

Level Process of Creating a Business Case, based on the REJ Process Framework

Business Assessment The first phase of the creation of a business case involves assessment of the business and developing an understanding of the issues that are important to a healthcare organisationis to ensure that any IT investment decision can be shown to be consistent with the

overall strategic objectives. It is this alignment that allows an REJ study to be conducted quickly because it focuses the team only on those factors that are critical to the

ability to meet its goals.

summarises the inputs required, actions that will take place, and outputs that will result from the Business Assessment phase.

Actions Outputs

Interviews with identified stakeholders

� Review documents

� Identify Critical Success Factors (CSFs)

� Identify Key Performance Indicators

(KPIs)

� Identify business strategies

� Identify risks

� Business Assessment Roadmap

� Business activities for further analysis

: Inputs, Actions and Outputs of the Business Assessment Phase

successful completion of the Business Assessment phase include:

Executive sponsorship

Alignment of strategies among stakeholders


Page 24

USTIFICATION

This section discusses the process involved in the creation of a business case. It uses the high . These phases are used to provide

structure to the guidance and references in this document, but are not intended to be prescriptive. ng example outputs for each phase, can

of a business case to deploy an

The first phase of the creation of a business case involves assessment of the business and ealthcare organisation. The goal

is to ensure that any IT investment decision can be shown to be consistent with the healthcare overall strategic objectives. It is this alignment that allows an REJ study to be

cuses the team only on those factors that are critical to the

t will take place, and outputs that will result

Business Assessment Roadmap

Business activities for further analysis

successful completion of the Business Assessment phase include:


The potential risks to the Business Assessment phase include:

� Team members may not be knowledgeable about the business or actianalysing

� Team members don’t have access to the appropriate executives

� Business users don’t understand the economic justification process or don’t want to be involved

� Key data is difficult to obtain, or developed in a way that’s difficult t

� Paralysis by analysis –not move forward

PART II Define SolutionOnce the Business Assessment is completed, it is necessary to define the solution by identifying business activities that are most likely to address the Factors (CSFs). In this phase it is important to identify the changes to IT systems and activities that are most likely to have a positive impact, and map these to the CSFsolution has inherent value to the process, organisation, data, applications, and technology that brings the a desired state.

A solution includes all the changes that the strategy. For each activity, it is necessary to identify a required technology enabler. Enablers are the features or capabilities of the proposed technologyIf the required technology enabler matches the capabilities of the solution, it adds value to this activity. Very often, more than one solution, or multiple scenarios of a solution, may be under consideration.

This approach helps define the solution in terms of how the technologies used in the IT initiative help improve critical business activities that were identified in

Table 12 summarises the inputs required, actions that will take place and outputs that will result from the Define Solution phase.

Inputs Actions

� Business Assessment Roadmap

� Prioritised list of activities

� Process models

� Interviews with users

�

�

�

�

�

Table 12: Inputs, Actions and Outputs of the Define Solution Phase

The keys to the successful completion of the Define Solution phase inc

� Understanding of business activities

� Cooperation of business users

� Buy-in by business line managers


The potential risks to the Business Assessment phase include:

Team members may not be knowledgeable about the business or activities they are

Team members don’t have access to the appropriate executives

Business users don’t understand the economic justification process or don’t want to be

Key data is difficult to obtain, or developed in a way that’s difficult to interpret or use

– too much information overwhelms the team, and the project does

Define Solution Once the Business Assessment is completed, it is necessary to define the solution by identifying

that are most likely to address the healthcare organisation’s Critical Success ). In this phase it is important to identify the changes to IT systems and activities that

are most likely to have a positive impact, and map these to the CSFs. This will ensure that the solution has inherent value to the healthcare organisation. A solution is the combination of people, process, organisation, data, applications, and technology that brings the healthcare organisation

A solution includes all the changes that the healthcare organisation could pursue to execute on its strategy. For each activity, it is necessary to identify a required technology enabler. Enablers are the features or capabilities of the proposed technology that can make the desired activity possible. If the required technology enabler matches the capabilities of the solution, it adds value to this activity. Very often, more than one solution, or multiple scenarios of a solution, may be under

This approach helps define the solution in terms of how the technologies used in the IT initiative help improve critical business activities that were identified in the Business Assessment

summarises the inputs required, actions that will take place and outputs that will result from the Define Solution phase.

Actions Outputs

Identify business activities that address CSFs

Identify opportunities to improve activities

Identify Technology Enablers

Analyse cause and effect

Assess risks

� List of activities that can be enhanced

by the solution

� Solution statements

� Value statements linking the solution to

the activities

� Opportunity Table

: Inputs, Actions and Outputs of the Define Solution Phase

The keys to the successful completion of the Define Solution phase include:

Understanding of business activities

Cooperation of business users

in by business line managers


Page 25

vities they are

Business users don’t understand the economic justification process or don’t want to be

o interpret or use

too much information overwhelms the team, and the project does

Once the Business Assessment is completed, it is necessary to define the solution by identifying ’s Critical Success

). In this phase it is important to identify the changes to IT systems and activities that s. This will ensure that the

. A solution is the combination of people, healthcare organisation to

could pursue to execute on its strategy. For each activity, it is necessary to identify a required technology enabler. Enablers are

that can make the desired activity possible. If the required technology enabler matches the capabilities of the solution, it adds value to this activity. Very often, more than one solution, or multiple scenarios of a solution, may be under

This approach helps define the solution in terms of how the technologies used in the IT initiative the Business Assessment.

summarises the inputs required, actions that will take place and outputs that will result

List of activities that can be enhanced

by the solution

Solution statements

Value statements linking the solution to

the activities

Opportunity Table


The potential risks to the Define Solution phase include:

� Completion of this phase

� Access to end users and subject matter

� CSFs may not be clearly defined, and the links with related processes might not be clear

� Stakeholders may not be identified correctly

� Paralysis by analysis, resulting from overanalysing processes and activities, might set in

PART III Estimat e BenefitsThe decision to invest in a solution should be based on the degree to which the solution meets the needs of the healthcare organisationdepend on how much expenditure is conserved by impwill need a clear understanding of the quantified fiscal benefits and technical merit associated with each proposed solution. The purpose of the Estimate Benefits phase is to identify the benefits that the solution will deliver and to express them in monetary format, so that they can be quantified. A benefit is a benefit only if it is aligned with a CSF and it can be measured with a Key Performance Indicator (KPI).

The process required to assess and calculate theEstimate Costs section below. Using the benefits and costs it is possible to develop the cash flow analysis discussed in the Financial Metrics section belowa full REJ process goes beyond a simple itemised list of benefits for the IT budget owners, and for IT savings generally highlighted under the TCO umbrella.

To achieve sponsorship for the IT project, benefits muwith CSFs and KPIs used by the business decision makers finance - not features and benefits of a specific IT implementation.

Table 13 summarises the inputs required, actions that will take place, and outputs that will result from the Estimate Benefits phase.

Inputs

� KPI and KPI gap analysis from the

Business Assessment Roadmap

� Value statements

� Benefit maps for an HPO-based

Microsoft infrastructure

Table 13: Inputs, Actions and Outputs of the Estimate Benefits Phase

The keys to the successful completion of the Estimate Benefits phase include:

� Clearly identified and w

� Buy-in from business line managers on benefits

The potential risks to the Estimate Benefits phase include:

� Information needed to estimate benefits may be difficult to obtain

� Benefits may be intangible or diffic

� Benefits are not easy to categorise in a Benefits Matrix

� Benefits are real but cannot be realised until some future date

� Business stakeholders have low confidence in the benefit estimates


The potential risks to the Define Solution phase include:

this phase becoming very time consuming

Access to end users and subject matter experts may be limited

CSFs may not be clearly defined, and the links with related processes might not be clear

Stakeholders may not be identified correctly

Paralysis by analysis, resulting from overanalysing processes and activities, might set in

e Benefits The decision to invest in a solution should be based on the degree to which the solution meets the

healthcare organisation. For many healthcare organisations, the decisions may also depend on how much expenditure is conserved by implementing the solution. Project stakeholders will need a clear understanding of the quantified fiscal benefits and technical merit associated with each proposed solution. The purpose of the Estimate Benefits phase is to identify the benefits that

ion will deliver and to express them in monetary format, so that they can be quantified. A benefit is a benefit only if it is aligned with a CSF and it can be measured with a Key Performance

The process required to assess and calculate the costs of each solution is presented in. Using the benefits and costs it is possible to develop the cash flow

the Financial Metrics section below. The benefit-cost calculation conducted in a full REJ process goes beyond a simple itemised list of benefits for the IT budget owners, and for IT savings generally highlighted under the TCO umbrella.

To achieve sponsorship for the IT project, benefits must be expressed in the language consistent with CSFs and KPIs used by the business decision makers - the language of business, money, and

not features and benefits of a specific IT implementation.

summarises the inputs required, actions that will take place, and outputs that will result from the Estimate Benefits phase.

Actions Outputs

� Analyse and maximise benefits

� Quantify benefits

� Review benefits with stakeholders

� Assess risks

� A Benefit Matrix with qualitative links to

KPIs

� A Benefit Ma

benefits

: Inputs, Actions and Outputs of the Estimate Benefits Phase

The keys to the successful completion of the Estimate Benefits phase include:

Clearly identified and well defined chart-of-accounts or IT expenses

in from business line managers on benefits

The potential risks to the Estimate Benefits phase include:

Information needed to estimate benefits may be difficult to obtain

Benefits may be intangible or difficult to measure

Benefits are not easy to categorise in a Benefits Matrix

Benefits are real but cannot be realised until some future date

Business stakeholders have low confidence in the benefit estimates


Page 26

CSFs may not be clearly defined, and the links with related processes might not be clear

Paralysis by analysis, resulting from overanalysing processes and activities, might set in

The decision to invest in a solution should be based on the degree to which the solution meets the the decisions may also

lementing the solution. Project stakeholders will need a clear understanding of the quantified fiscal benefits and technical merit associated with each proposed solution. The purpose of the Estimate Benefits phase is to identify the benefits that

ion will deliver and to express them in monetary format, so that they can be quantified. A benefit is a benefit only if it is aligned with a CSF and it can be measured with a Key Performance

costs of each solution is presented in the . Using the benefits and costs it is possible to develop the cash flow

cost calculation conducted in a full REJ process goes beyond a simple itemised list of benefits for the IT budget owners, and for

st be expressed in the language consistent the language of business, money, and

summarises the inputs required, actions that will take place, and outputs that will result

A Benefit Matrix with qualitative links to

A Benefit Matrix with quantitative fiscal


PART IV Estimate CostsIn the Estimate Costs phase it is necethe desired changes identified in the Define Solution phase.

Costs refer to the expenditure involved in implementing and managing the proposed IT project. Within the context of an REJ value proassociated with specific aligned benefits. Cost analysis is also important because it helps to determine the minimal economic value that must be met by the addition of all of the benefits.

Table 14 summarises the inputs required, actions that will take place, and outputs that will result from the Estimate Costs phase.

Inputs


� Cost models for current IT operations

� List of products and vendors

� Simulations generated by a reliable

TCO tool

� Similar project cost data

� Healthcare organisation-specific data

Table 14: Inputs, Actions and Outputs of the Estimate Co

The keys to the successful completion of the Estimate Costs phase include:

� Clearly identified and w

� Buy-in from business line managers on benefits

The potential risks to the Estimate Costs phase includ

� Inaccurately identifying initiative costs

� Not including implementation cost in addition to hardware and software

� Difficulty in defining precise costs for the initiative

� Poor baseline benchmarks of costs of the existing system

Estimate Risks Because it is impossible to know everything at the beginning of a project, no IT investment is without risk. During the Estimate Risks phase, it is necessary to identify and measure areas of uncertainty in the project.

Risks are potential hazards that migimportant to assess risks, in order to identify potential problems and to measure the exposure they represent to successful project completion. This approach enables the development of adequarisk mitigation plans. If prevention is not practical, mitigation plans can decrease exposure that the risks represent to a successful project.

The first four phases of an REJ identify and estimate the benefits and costs of the IT project. In the Estimate Risks phase it is necessary to identify and attach economic values to the effects of unexpected or negative events that won’t be mitigated with further optimisation of the proposal with an additional cost or modification to the solution.

In the context of an REJ, risk is the probability that the outcome (as reflected in the value of benefits and costs) will vary from initial estimates. This information will be included in the business case and aims to optimise the overall solution proposal from a risk p


Estimate Costs In the Estimate Costs phase it is necessary to identify and quantify the costs required to implement the desired changes identified in the Define Solution phase.

Costs refer to the expenditure involved in implementing and managing the proposed IT project. Within the context of an REJ value proposition, cost analysis involves quantifying the expenditure associated with specific aligned benefits. Cost analysis is also important because it helps to determine the minimal economic value that must be met by the addition of all of the benefits.

summarises the inputs required, actions that will take place, and outputs that will result from the Estimate Costs phase.

Actions Outputs

Cost models for current IT operations

specific data

� Identify costs

� Quantify costs

� Review costs with stakeholders

� Assess risks

� A comprehensive list of all costs that

the IT initiative will generate. Should be

categorised into functional groups and

assigned an economic value.

: Inputs, Actions and Outputs of the Estimate Costs Phase

The keys to the successful completion of the Estimate Costs phase include:

Clearly identified and well defined chart-of- accounts or IT expenses

in from business line managers on benefits

The potential risks to the Estimate Costs phase include:

Inaccurately identifying initiative costs

Not including implementation cost in addition to hardware and software

Difficulty in defining precise costs for the initiative

Poor baseline benchmarks of costs of the existing system

Because it is impossible to know everything at the beginning of a project, no IT investment is without risk. During the Estimate Risks phase, it is necessary to identify and measure areas of

Risks are potential hazards that might delay or reduce the success of the proposed initiative. It is important to assess risks, in order to identify potential problems and to measure the exposure they represent to successful project completion. This approach enables the development of adequarisk mitigation plans. If prevention is not practical, mitigation plans can decrease exposure that the risks represent to a successful project.

The first four phases of an REJ identify and estimate the benefits and costs of the IT project. In the ate Risks phase it is necessary to identify and attach economic values to the effects of

unexpected or negative events that won’t be mitigated with further optimisation of the proposal with an additional cost or modification to the solution.

of an REJ, risk is the probability that the outcome (as reflected in the value of benefits and costs) will vary from initial estimates. This information will be included in the business case and aims to optimise the overall solution proposal from a risk point of view.


Page 27

ssary to identify and quantify the costs required to implement

Costs refer to the expenditure involved in implementing and managing the proposed IT project. position, cost analysis involves quantifying the expenditure

associated with specific aligned benefits. Cost analysis is also important because it helps to determine the minimal economic value that must be met by the addition of all of the benefits.


A comprehensive list of all costs that

the IT initiative will generate. Should be

categorised into functional groups and

assigned an economic value.

Not including implementation cost in addition to hardware and software

Because it is impossible to know everything at the beginning of a project, no IT investment is without risk. During the Estimate Risks phase, it is necessary to identify and measure areas of

ht delay or reduce the success of the proposed initiative. It is important to assess risks, in order to identify potential problems and to measure the exposure they represent to successful project completion. This approach enables the development of adequate risk mitigation plans. If prevention is not practical, mitigation plans can decrease exposure that the

The first four phases of an REJ identify and estimate the benefits and costs of the IT project. In the ate Risks phase it is necessary to identify and attach economic values to the effects of

unexpected or negative events that won’t be mitigated with further optimisation of the proposal with

of an REJ, risk is the probability that the outcome (as reflected in the value of benefits and costs) will vary from initial estimates. This information will be included in the business

oint of view.


Table 15 summarises the inputs required, actions that will take place, and outputs that will result from the Estimate Risks phase.

Inputs

� REJ Risk Factor tables

� Opportunity table

� Outputs from previous sections

� Information about previous projects that

failed for lack of risk planning

� List of risks the healthcare organisation

agreed to take in approving previous

proposals

Table 15: Inputs, Actions and Outputs of the Estimate Risks Phase

The keys to the successful completion of the Estimate Risks phase

� Honest assessment of outstanding issues

� Involvement of the entire team

PART V Financial MetricsThe purpose of the Financial Metrics phase is to find the most effective way to express the maximum value that the project can produce. The focus of REJ is tto convince decision makers to allocate resources to the IT investment.

The discounted and risk-adjusted cash flows are represented in the financial metrics used by the healthcare organisation. Once all of the information habuilds the business case for the investment. The business case is a document outlining the need of the healthcare organisation to make investments in technology.

Table 16 summarises the inputs required, actions that will take place, and outputs that will result from the Financial Metrics phase.

Inputs

� Alignment table

� Solution statements


� Benefits and cost projections

� Risk assessment table

� Quotes from stakeholders endorsing

target objectives or highlighting the gap

� Business case templates and examples

from REJ Framework

Table 16: Inputs, Actions and Outputs of the Financial Metrics Phase

The keys to the successful completion of the Financial Metrics phase include:

� Keep the document and presentation as brief as possible

� Review the business case with the executive sponsor before pres

The potential risks to the Financial Metrics phase include:

� Stakeholders don’t make decisions

� Stakeholders find errors in the proposal

� Final financial ratio is negative

� Poor value proposition


summarises the inputs required, actions that will take place, and outputs that will result from the Estimate Risks phase.

Actions Outputs

Information about previous projects that

healthcare organisation

agreed to take in approving previous

� Identify relevant risks from risk factor

tables

� Estimate risk exposure

� Adjust benefits and costs to reflect risks

� Create risk assessment tables filled in

with risk probabilities, risk impacts and

risk adjusted costs

� Consolidation and elimination of

addressable issues through project

optimisation

� Help team and sponsor to understand

areas of uncertainty

: Inputs, Actions and Outputs of the Estimate Risks Phase

The keys to the successful completion of the Estimate Risks phase include:

Honest assessment of outstanding issues

Involvement of the entire team

Financial Metrics The purpose of the Financial Metrics phase is to find the most effective way to express the maximum value that the project can produce. The focus of REJ is to maximise stakeholder support to convince decision makers to allocate resources to the IT investment.

adjusted cash flows are represented in the financial metrics used by the . Once all of the information has been collected and analysed, the team

builds the business case for the investment. The business case is a document outlining the need of to make investments in technology.

summarises the inputs required, actions that will take place, and outputs that will result from the Financial Metrics phase.

Actions Outputs

Quotes from stakeholders endorsing

target objectives or highlighting the gap

Business case templates and examples

� Assemble business case document

� Assemble presentation

� Create recommendations document

� Present business case

� A concise written economic justification

report

� Presentation of the business case to

executive stakeholders

� Value proposition to secure funding for

the initiative

Inputs, Actions and Outputs of the Financial Metrics Phase

The keys to the successful completion of the Financial Metrics phase include:

Keep the document and presentation as brief as possible

Review the business case with the executive sponsor before presenting to stakeholders

The potential risks to the Financial Metrics phase include:

Stakeholders don’t make decisions

Stakeholders find errors in the proposal

Final financial ratio is negative

Poor value proposition


Page 28


Create risk assessment tables filled in

with risk probabilities, risk impacts and

risk adjusted costs

Consolidation and elimination of

ssable issues through project

optimisation

Help team and sponsor to understand

areas of uncertainty

The purpose of the Financial Metrics phase is to find the most effective way to express the o maximise stakeholder support

adjusted cash flows are represented in the financial metrics used by the s been collected and analysed, the team

builds the business case for the investment. The business case is a document outlining the need of


A concise written economic justification

Presentation of the business case to

executive stakeholders

Value proposition to secure funding for

the initiative

enting to stakeholders


PART VI Case Studies There are a number of public case studiessuccessfully used the REJ process to produce a business case for investment in ainfrastructure:

� Case studies of using REJ for Windows Server 2003

� Case studies for Windows XP Professional; the report Professional6 summarises the results of 17 business value studies including five REJ (plus three TCO and nine deployment cost studies)

These case studies can be used to illustrate tquantifying and presenting the business value of IT investments.

5 Microsoft Case Studies {R27} : http://www.microsoft.com/casestudies/

6 The Financial Benefits of Windows XP Professional http://www.microsoft.com/windowsxp/pro/evaluation/whyupgrade/bizval/default.mspx


Case Studies There are a number of public case studies5 which provide examples of how companies have successfully used the REJ process to produce a business case for investment in a

Case studies of using REJ for Windows Server 2003

s for Windows XP Professional; the report Financial Benefits of Windows XP summarises the results of 17 business value studies including five REJ (plus

three TCO and nine deployment cost studies)

These case studies can be used to illustrate the value of a formal approach to understanding, quantifying and presenting the business value of IT investments.


Financial Benefits of Windows XP Professional {R28} : http://www.microsoft.com/windowsxp/pro/evaluation/whyupgrade/bizval/default.mspx


Page 29

which provide examples of how companies have successfully used the REJ process to produce a business case for investment in a Microsoft

Financial Benefits of Windows XP summarises the results of 17 business value studies including five REJ (plus

approach to understanding,


http://www.microsoft.com/windowsxp/pro/evaluation/whyupgrade/bizval/default.mspx


APPENDIX B BUSINESS This appendix contains a summary of some of the measures that may be used in the creation of a business case for the design and deployment of a Microsoft infrastructure. It also contains some sample figures for those measures that come from a number of public case

The data in this appendix is intended to be illustrative of the positive returns thathrough deployment of a well-managed Windows infrastructure. They may or may not be representative of the returns that can be achieved through the deployment of an Infrastructure within any specific

PART I Valuation by Traditional MeasuresWhile each valuation method is unique, a common thread exists; each method unequivocally demonstrates that Windows XP Professional delivers a positive ROI for the 17 companies that participated in the REJ, TCO, and deploymWindows XP Professional {R28

� Payback period Average payback period was 13 months with a range from 8 to 1participating organisations.

� Net present value (NPV)Median NPV was $2.6 million per organisation with an average of $375 per user. Total NPV ranged from $800,000 to $135 million and varied by the size of the organisations being studied. NPV data are extremely dependent on a wide number of variables, including discount rate (which includes negotiated contracts such as the Enterprise Agreement), size and complexity of organisation, and types of PC users.

� Internal rate of return (IRR)IRR ranged from 51% to 129% with an average value of 62%.

� Return on investment (ROI)ROI ranged from 90% to 351% with an average value of 203%. This wide range is due to the variety of installed base equipment, projected benefits and other variables.

The Windows Server solution delivers a dependable, cost effective IT infrastructure for a greater return on investment such that it:

� Boosts revenue potential up to 10 times

� Reduces time to market by 65%

� Reduces systems management costs by 20%

� Consolidates servers by 30%

PART II Return on IT InfrastructureREJ and TCO study findings showed that deploying Windows XP Professional on desktop and laptop PCs significantly improved IT operating efficiency and correspondingly decreased overall TCO.

Windows XP Professional was desienhanced:

� Reliability, performance and security

� Document recovery

� Application compatibility


USINESS BENEFITS INPUT - PUBLIC

ppendix contains a summary of some of the measures that may be used in the creation of a case for the design and deployment of a Microsoft infrastructure. It also contains some

sample figures for those measures that come from a number of public case-studies.

ppendix is intended to be illustrative of the positive returns thamanaged Windows infrastructure. They may or may not be

representative of the returns that can be achieved through the deployment of an within any specific healthcare organisation.

Valuation by Traditional Measures While each valuation method is unique, a common thread exists; each method unequivocally demonstrates that Windows XP Professional delivers a positive ROI for the 17 companies that participated in the REJ, TCO, and deployment cost studies described in The Financial Benefits of

R28}.

Average payback period was 13 months with a range from 8 to 18 months for all participating organisations.

Net present value (NPV) Median NPV was $2.6 million per organisation with an average of $375 per user. Total NPV ranged from $800,000 to $135 million and varied by the size of the organisations being

NPV data are extremely dependent on a wide number of variables, including discount rate (which includes negotiated contracts such as the Enterprise Agreement), size and complexity of organisation, and types of PC users.

Internal rate of return (IRR) nged from 51% to 129% with an average value of 62%.

Return on investment (ROI) ROI ranged from 90% to 351% with an average value of 203%. This wide range is due to the variety of installed base equipment, projected benefits and other variables.

ws Server solution delivers a dependable, cost effective IT infrastructure for a greater return on investment such that it:

Boosts revenue potential up to 10 times

Reduces time to market by 65%

Reduces systems management costs by 20%

by 30%

Return on IT Infrastructure REJ and TCO study findings showed that deploying Windows XP Professional on desktop and laptop PCs significantly improved IT operating efficiency and correspondingly decreased overall

Windows XP Professional was designed to provide a return on IT investment by providing

Reliability, performance and security

Application compatibility


Page 30

UBLIC DATA

ppendix contains a summary of some of the measures that may be used in the creation of a case for the design and deployment of a Microsoft infrastructure. It also contains some

studies.

ppendix is intended to be illustrative of the positive returns that may be achieved managed Windows infrastructure. They may or may not be

representative of the returns that can be achieved through the deployment of an HPO Microsoft

While each valuation method is unique, a common thread exists; each method unequivocally demonstrates that Windows XP Professional delivers a positive ROI for the 17 companies that

The Financial Benefits of

8 months for all

Median NPV was $2.6 million per organisation with an average of $375 per user. Total NPV ranged from $800,000 to $135 million and varied by the size of the organisations being

NPV data are extremely dependent on a wide number of variables, including discount rate (which includes negotiated contracts such as the Enterprise Agreement), size

ROI ranged from 90% to 351% with an average value of 203%. This wide range is due to the variety of installed base equipment, projected benefits and other variables.

ws Server solution delivers a dependable, cost effective IT infrastructure for a greater

REJ and TCO study findings showed that deploying Windows XP Professional on desktop and laptop PCs significantly improved IT operating efficiency and correspondingly decreased overall

gned to provide a return on IT investment by providing


Improvements in operating efficiency resulted from greatly improved reliability and stability, which had a direct impact on end-user productivity and support costs. Additional benefits accrued through improved administration and management during the deployment process.

Benefits based on the return on IT infrastructure included:

� Lower TCO Findings from four REJ a$561 per user, which is derived from reduced IT infrastructure spending.

� Fewer calls to the help deskGreater reliability and stability improved system availability to end10% fewer help desk requests.

� Quicker resolution of help desk callsThe Remote Control feature enabled an average 3% of help desk calls to be resolved without a desk-side visit.

� Easier administrationImproved management tools decreased the number of desktop images by an average of 60%, which enabled IT staff to focus on other valuethe organisation.

� Quicker deployment with fewer errorsWindows XP Professional worganisations to standardise on a single desktop image to reduce training and support costs. Having fewer desktop images decreased deployment time, and remote installation tools improved redeployment

� Out-of-the- box compatibilityApplication compatibility testing demonstrated an average 97% level of compatibility of Windows XP Professional with existing enterprise applications.

A significant portion of the gains in reliability, lower support costs, better connectivity, and other benefits of Windows XP Professional are due to two important observations about the business and technological environments of large organisations. They are:

� Use of multiple desktop oSome of these operating systems are based on technology more than a decade old, and are less stable than Windows XP Professional. Multiple operating systems enlarge support costs, and often exist because the organisation has not been able incompatibility problems with applications. Windows XP Professional significantly improves the application incompatibility problem and, for the first time, provides an effective and practical way to adopt extensive desktop standardisa

� Increased use of laptop PCsThe growing use of laptop computers presents significant productivity and efficiency opportunities to end-users and IT managers.


Improvements in operating efficiency resulted from greatly improved reliability and stability, which user productivity and support costs. Additional benefits accrued through

improved administration and management during the deployment process.

Benefits based on the return on IT infrastructure included:

Findings from four REJ and three TCO studies identified an average three$561 per user, which is derived from reduced IT infrastructure spending.

Fewer calls to the help desk Greater reliability and stability improved system availability to end-users and contribu10% fewer help desk requests.

Quicker resolution of help desk calls The Remote Control feature enabled an average 3% of help desk calls to be resolved

side visit.

Easier administration Improved management tools decreased the number of desktop images by an average of 60%, which enabled IT staff to focus on other value-added activities that directly supported

Quicker deployment with fewer errors Windows XP Professional was designed to drive down deployment costs, and to allow organisations to standardise on a single desktop image to reduce training and support costs. Having fewer desktop images decreased deployment time, and remote installation tools improved redeployment efficiency, providing a $36 per-PC benefit.

box compatibility Application compatibility testing demonstrated an average 97% level of compatibility of Windows XP Professional with existing enterprise applications.

ains in reliability, lower support costs, better connectivity, and other benefits of Windows XP Professional are due to two important observations about the business and technological environments of large organisations. They are:

Use of multiple desktop o perating systems Some of these operating systems are based on technology more than a decade old, and are less stable than Windows XP Professional. Multiple operating systems enlarge support costs, and often exist because the organisation has not been able to standardise due to incompatibility problems with applications. Windows XP Professional significantly improves the application incompatibility problem and, for the first time, provides an effective and practical way to adopt extensive desktop standardisation.

Increased use of laptop PCs The growing use of laptop computers presents significant productivity and efficiency

users and IT managers.


Page 31

Improvements in operating efficiency resulted from greatly improved reliability and stability, which user productivity and support costs. Additional benefits accrued through

nd three TCO studies identified an average three-year benefit of $561 per user, which is derived from reduced IT infrastructure spending.

users and contributed to

The Remote Control feature enabled an average 3% of help desk calls to be resolved

Improved management tools decreased the number of desktop images by an average of added activities that directly supported

as designed to drive down deployment costs, and to allow organisations to standardise on a single desktop image to reduce training and support costs. Having fewer desktop images decreased deployment time, and remote installation

PC benefit.

Application compatibility testing demonstrated an average 97% level of compatibility of

ains in reliability, lower support costs, better connectivity, and other benefits of Windows XP Professional are due to two important observations about the business and

Some of these operating systems are based on technology more than a decade old, and are less stable than Windows XP Professional. Multiple operating systems enlarge support

to standardise due to incompatibility problems with applications. Windows XP Professional significantly improves the application incompatibility problem and, for the first time, provides an effective and

The growing use of laptop computers presents significant productivity and efficiency


The benefits of reduced help-desk support enabled by Windows XP Professional fall into two categories:

� Improved reliability, which reduces the number of calls to the help desk

� New tools that allow help

The net effect of both benefits is that after Windows XP Professional is deployed, IT departments can either reassign their help desk employees to other valuenumber of employees.

Windows XP Professional is more reliable than earliarchitecture and self-healing capabilities are designed to prevent calls to the support desk and to keep workers on task. Key reliability features that have a direct financial impact on the organisations studied can be divided into groups that either help prevent problems or help users recover from problems.

Features of Windows XP Professional that help prevent problems include:

� Superior design Windows XP Professional uses advanced software design to prevent errant afrom interfering with other software.

� Compatibility certificationThis protects the operating system from contamination by specific software from thirdparties called hardware drivers. This certification program and security measures allow IT departments to ensure that only reliable code is loaded into the operating system.

� Versioning support Multiple versions of Windows components run simultaneously, which prevents application incompatibility from disrupting user operations.

� Windows File Pro tectionThis protects core system files from being overwritten during application installations. If a file is overwritten, Windows File Protection will restore the correct version. This approach prevents a badly written application from damaging the operat

Features of Windows XP Professional that help users recover from problems include:

� Windows Installer serviceThis is a system service that helps users install, configure, track, upgrade and correctly remove a program. The service can also repacomponents from the original installation location.

� System Recovery and RestoreThis is a feature that enables users and administrators to restore a computer to a previous state without losing data. System Restore autopoints, which allow the user to easily restore the system to a previous state.

� Device driver rollbackWhen certain classes of new device drivers are installed, Windows XP Professional maintains a copy of the poccurs.


desk support enabled by Windows XP Professional fall into two

Improved reliability, which reduces the number of calls to the help desk

New tools that allow help-desk personnel to resolve issues more quickly

effect of both benefits is that after Windows XP Professional is deployed, IT departments can either reassign their help desk employees to other value-added activities, or reduce the

Windows XP Professional is more reliable than earlier Windows operating systems because its healing capabilities are designed to prevent calls to the support desk and to

keep workers on task. Key reliability features that have a direct financial impact on the be divided into groups that either help prevent problems or help users

Features of Windows XP Professional that help prevent problems include:

Windows XP Professional uses advanced software design to prevent errant afrom interfering with other software.

Compatibility certification This protects the operating system from contamination by specific software from thirdparties called hardware drivers. This certification program and security measures allow IT departments to ensure that only reliable code is loaded into the operating system.

Multiple versions of Windows components run simultaneously, which prevents application incompatibility from disrupting user operations.

tection This protects core system files from being overwritten during application installations. If a file is overwritten, Windows File Protection will restore the correct version. This approach prevents a badly written application from damaging the operating system.


Windows Installer service This is a system service that helps users install, configure, track, upgrade and correctly remove a program. The service can also repair a broken application by reloading components from the original installation location.

System Recovery and Restore This is a feature that enables users and administrators to restore a computer to a previous state without losing data. System Restore automatically creates easily identifiable restore points, which allow the user to easily restore the system to a previous state.

Device driver rollback When certain classes of new device drivers are installed, Windows XP Professional maintains a copy of the previously installed driver that can be reinstalled if a problem


Page 32

desk support enabled by Windows XP Professional fall into two

Improved reliability, which reduces the number of calls to the help desk

desk personnel to resolve issues more quickly

effect of both benefits is that after Windows XP Professional is deployed, IT departments added activities, or reduce the

er Windows operating systems because its healing capabilities are designed to prevent calls to the support desk and to

keep workers on task. Key reliability features that have a direct financial impact on the be divided into groups that either help prevent problems or help users

Windows XP Professional uses advanced software design to prevent errant applications

This protects the operating system from contamination by specific software from third-parties called hardware drivers. This certification program and security measures allow IT departments to ensure that only reliable code is loaded into the operating system.

Multiple versions of Windows components run simultaneously, which prevents application

This protects core system files from being overwritten during application installations. If a file is overwritten, Windows File Protection will restore the correct version. This approach

ing system.


This is a system service that helps users install, configure, track, upgrade and correctly ir a broken application by reloading

This is a feature that enables users and administrators to restore a computer to a previous matically creates easily identifiable restore

points, which allow the user to easily restore the system to a previous state.

When certain classes of new device drivers are installed, Windows XP Professional reviously installed driver that can be reinstalled if a problem


Table 17 shows the key business value, how to measure the results, and what technology aspects are important for a return on IT infrastructure when using Windows Server 2003.

Key Value

A dependable, cost effective IT

infrastructure for a greater return on

investment and assets, for example:

� Reduced costs using server

consolidation with faster and more

secure scalable services

� Reduced desktop, server and

application management costs

� Reduced costs through more efficient

security management

� Reduced development costs through a

more powerful and more integrated

development environment

Table 17: Return on IT Infrastructure When Using Windows Server 2003

PART III Return on PeopleWindows XP Professional was designed to enhance the return on people by improving productivity and efficiency by:

� Enabling productivity anytime, anywhere

� Building on employees’

Improved productivity is linked to increased creativity, increased efficiency, and direct improvements in the time-to-market of new products or services. Greater business flexibility canalso result from improvements in individual and collective productivity.

Benefits based on the return-on

� Overall direct financial valueThree-year benefits to participating organisations range from $152 per PC to almost $per laptop.

� Increased productivityImproved power management enabled endto immediately resume work after their PC had gone to sleep. At two participating companies, the direct financial benefit of thi

� Improved data accessImproving access to important data through file synchronisation, even while users are disconnected from the network, provided one organisation with an annual benefit of $295 per laptop.

� Greater availability Organisations received a $46 per user annual benefit due to the reduction in downtime enabled by the operating system.


shows the key business value, how to measure the results, and what technology aspects are important for a return on IT infrastructure when using Windows Server 2003.

Measuring Results Technology Aspect

Reduced costs through more efficient

Reduced development costs through a

Annual cost savings from:

� Reduced total cost of server hardware

and software

� Reduced operational costs of

application, server and desktop

management

� Reduced operational costs of security

management

� Shorter development cycles

� Savings in user productivity

Productive:

� Consolidated services

� SMS and desktop management

� Networking services; terminal

� Security services

� Application and middleware

� File and print services; SMS

Dependable:

� High availability of technologies

� Security services

� Scalability

Economics:

� Consolidation services

: Return on IT Infrastructure When Using Windows Server 2003

Return on People Windows XP Professional was designed to enhance the return on people by improving productivity

Enabling productivity anytime, anywhere

Building on employees’ existing skill sets and familiarity with the Windows operating system

Improved productivity is linked to increased creativity, increased efficiency, and direct market of new products or services. Greater business flexibility can

also result from improvements in individual and collective productivity.

on-people value proposition include:

Overall direct financial value year benefits to participating organisations range from $152 per PC to almost $

Increased productivity Improved power management enabled end-users to increase productivity by enabling them to immediately resume work after their PC had gone to sleep. At two participating companies, the direct financial benefit of this capability ranged from $324 to $589 per user.

Improved data access Improving access to important data through file synchronisation, even while users are disconnected from the network, provided one organisation with an annual benefit of $295

Organisations received a $46 per user annual benefit due to the reduction in downtime enabled by the operating system.


Page 33

shows the key business value, how to measure the results, and what technology aspects are important for a return on IT infrastructure when using Windows Server 2003.

Technology Aspect

Consolidated services

SMS and desktop management

Networking services; terminal services

Security services

Application and middleware

File and print services; SMS

High availability of technologies

Security services

Consolidation services

Windows XP Professional was designed to enhance the return on people by improving productivity

existing skill sets and familiarity with the Windows operating system

Improved productivity is linked to increased creativity, increased efficiency, and direct market of new products or services. Greater business flexibility can

year benefits to participating organisations range from $152 per PC to almost $2,000

users to increase productivity by enabling them to immediately resume work after their PC had gone to sleep. At two participating

s capability ranged from $324 to $589 per user.

Improving access to important data through file synchronisation, even while users are disconnected from the network, provided one organisation with an annual benefit of $295

Organisations received a $46 per user annual benefit due to the reduction in downtime


Table 18 shows the key business value, how to measure the results and what technology aspects are important for a return-on-people when using Windows Server 2003.

Key Value

Making people more productive with new

collaboration and communication services,

for example:

� More effective collaborations and

sharing of ideas across the

organisations.

� Leverage built-in services to improve

developer productivity.

� Help people to be productive regardless

of location with location independent

services.

� Improve IT staff productivity through

better utilisation.

Table 18: Windows Server 2003 Key Values


shows the key business value, how to measure the results and what technology aspects people when using Windows Server 2003.

Measuring Results Technology Aspect

Making people more productive with new

and communication services,

in services to improve

Help people to be productive regardless

t

Annual cost savings from:

� Reduced system administration.

� Reduced downtime.

� Increased internal user productivity.

Annual revenue gains from:

� Higher employee productivity.

� Higher employee productivity due to

streamlined collaboration.

Dependable (best economics):

� System management

server management.

� Scalability –

technologies.

� Networking services

and connectivity.

Productive:

� Application s

core services.

� Collaboration and communication

services.


Page 34

shows the key business value, how to measure the results and what technology aspects

Technology Aspect

Dependable (best economics):

System management – desktop and

server management.

high availability

technologies.

Networking services – terminal services

and connectivity.

Application services and middleware

core services.

Collaboration and communication


APPENDIX C

OPTIMISATION

Information on the Microsoft Infrastructure Optimisation (IO) Model is included in this document to assist IT Managers in the creation of an infrastructure maturity roadmap. The development of this roadmap is an important part of understanding where your iwhere you want to be from a maturity perspective. This can then be fed into an IT project requirements and prioritisation process.

The IO model has been developed by Microsoft and is based on the Gartner IT Maturity modeThe model is technology agnostic which means that it can be applied to heterogeneous infrastructure environments.

For more information on the Microsoft Infrastructure Optimisation (IO) Model, see www.microsoft.com/io

For more information on the Gartner IT Maturity model, please search for Infrastructure Utility Maturity Modelsubscription or direct purchase.

PART I What is the InfrastructThe IO model covers people, process and technology. The concentrates on the technology aspect since it has been designed to assist organisations in justifying technology deployment. It should be noted however, that technology on its own cannot lead to infrastructure maturity and it is key that all three components are considered.

From an infrastructure perspective, the IO model allows you to gaugedesktop and server environment and provides guidance on the requirements for future maturity.

PART II Why does Infrastructure Maturity Matter?Understanding infrastructure maturity is important because it allows you to know what you cannot support from a business requirements point of view. It encourages forward planning to support future initiatives, reducing the time taken to deployneed to deploy a new application that requires a mature lematurity of your data protection is low or nonexistent you will need to make changes to your infrastructure specifically to support this application. This is reactive and will take time. Improving the maturity of people, process and technology results in a reduction of the total cost of ownership (TCO). This moves IT from being a cost centre to a business enabler.

PART III Why is the Infrastructure Optimisation Model Applicable?

The deployment guides that have been produced encompass the what and the how the but not the why. The IO Model can be used to gain an understanding of the technology required to increase the level of infrastructure maturity. It also provides suggestions onmaturity to the next level. Once this information has been obtained, the to help healthcare organisationsdepartments to approach IT with a proactbenefits which can be gained from advancing through the maturity model.

7 Gartner {R29} : www.gartner.com

8 Microsoft Healthcare Platform Optimisation http://www.microsoft.com/industry/healthcare/technology/business/default.aspx


THE MICROSOFT INFRASTRUCTURE

PTIMISATION MODEL

Information on the Microsoft Infrastructure Optimisation (IO) Model is included in this document to assist IT Managers in the creation of an infrastructure maturity roadmap. The development of this roadmap is an important part of understanding where your infrastructure maturity is now, and where you want to be from a maturity perspective. This can then be fed into an IT project requirements and prioritisation process.

The IO model has been developed by Microsoft and is based on the Gartner IT Maturity modeThe model is technology agnostic which means that it can be applied to heterogeneous

For more information on the Microsoft Infrastructure Optimisation (IO) Model, see

For more information on the Gartner IT Maturity model, please search for Gartner Introduces the Infrastructure Utility Maturity Model on the Gartner Web site. This article is only available by subscription or direct purchase.

What is the Infrastruct ure Optimisation Model?The IO model covers people, process and technology. The Business Benefits document concentrates on the technology aspect since it has been designed to assist healthcare

in justifying technology deployment. It should be noted however, that technology on its own cannot lead to infrastructure maturity and it is key that all three components are considered.

From an infrastructure perspective, the IO model allows you to gauge the maturity of your existing desktop and server environment and provides guidance on the requirements for future maturity.

Why does Infrastructure Maturity Matter? Understanding infrastructure maturity is important because it allows you to know what you cannot support from a business requirements point of view. It encourages forward planning to support future initiatives, reducing the time taken to deploy new applications. For example, you need to deploy a new application that requires a mature level of data security/protection. If the maturity of your data protection is low or nonexistent you will need to make changes to your infrastructure specifically to support this application. This is reactive and will take time. Improving

ple, process and technology results in a reduction of the total cost of ownership (TCO). This moves IT from being a cost centre to a business enabler.

Why is the Infrastructure Optimisation Model Applicable?

The deployment guides that have been produced encompass the what and the how the but not the why. The IO Model can be used to gain an understanding of the technology required to increase the level of infrastructure maturity. It also provides suggestions on how to advance technology maturity to the next level. Once this information has been obtained, the HPO W

healthcare organisations find relevant, ordered guidance easily. It encourages IT departments to approach IT with a proactive stance and with an understanding of the business benefits which can be gained from advancing through the maturity model.

Microsoft Healthcare Platform Optimisation {R30} : http://www.microsoft.com/industry/healthcare/technology/business/default.aspx


Page 35

NFRASTRUCTURE

Information on the Microsoft Infrastructure Optimisation (IO) Model is included in this document to assist IT Managers in the creation of an infrastructure maturity roadmap. The development of this

nfrastructure maturity is now, and where you want to be from a maturity perspective. This can then be fed into an IT project

The IO model has been developed by Microsoft and is based on the Gartner IT Maturity model7. The model is technology agnostic which means that it can be applied to heterogeneous

For more information on the Microsoft Infrastructure Optimisation (IO) Model, see

Gartner Introduces the his article is only available by

ure Optimisation Model? document

healthcare in justifying technology deployment. It should be noted however, that technology on

its own cannot lead to infrastructure maturity and it is key that all three components are considered.

the maturity of your existing desktop and server environment and provides guidance on the requirements for future maturity.

Understanding infrastructure maturity is important because it allows you to know what you can and cannot support from a business requirements point of view. It encourages forward planning to

. For example, you vel of data security/protection. If the

maturity of your data protection is low or nonexistent you will need to make changes to your infrastructure specifically to support this application. This is reactive and will take time. Improving

ple, process and technology results in a reduction of the total cost of ownership

Why is the Infrastructure Optimisation Model

The deployment guides that have been produced encompass the what and the how the but not the why. The IO Model can be used to gain an understanding of the technology required to increase

how to advance technology HPO Web site8 can be used

find relevant, ordered guidance easily. It encourages IT ive stance and with an understanding of the business

http://www.microsoft.com/io

http://www.gartner.com/

http://www.microsoft.com/industry/healthcare/technology/business/default.aspx


PART IV High Level Overview of the Infrastructure Optimisat ion Model

This appendix is not designed to provide a complete view of the IO Modoverview is provided that should be sufficient to provide a foundation understanding of IO model fundamentals. Further information can be found by following the links provided in section APPENDIX DPART II.

The IO Model covers people, process and technology. Across these categories infrastructure maturity is broken down into four levels. The maturity levels are defined as Basic, Standardised,Rationalised and Dynamic. It should be noted that levels cannot be skipped; that is you can move from Basic to Standardised but not Basic to Rationalised.

Figure 8 provides a good representation of the model’s principles.

Figure 8: IO Model Principles

Maturity Definitions

The IO maturity definitions are shown in

Maturity Level Infrastructure State

Basic Uncoordinated manual IT infrastructure

Standardised Centrally managed IT infrastructure with some

automation

Rationalised Managed and consolidated IT infrastructure

Dynamic Fully automated IT management with dynamic resource

usage

Table 19: Infrastructure Optimisation Maturity Definitions


High Level Overview of the Infrastructure Optimisat ion

This appendix is not designed to provide a complete view of the IO Model. However, a highoverview is provided that should be sufficient to provide a foundation understanding of IO model fundamentals. Further information can be found by following the links provided in section

The IO Model covers people, process and technology. Across these categories infrastructure maturity is broken down into four levels. The maturity levels are defined as Basic, Standardised,Rationalised and Dynamic. It should be noted that levels cannot be skipped; that is you can move from Basic to Standardised but not Basic to Rationalised.

rovides a good representation of the model’s principles.

The IO maturity definitions are shown in Table 19.

Infrastructure State Business View IT

Uncoordinated manual IT infrastructure IT is viewed as a cost centre

Centrally managed IT infrastructure with some

IT is viewed as a more efficient

Managed and consolidated IT infrastructure IT is viewed as a business enabler

Fully automated IT management with dynamic resource IT is viewed as a strategic asset

ptimisation Maturity Definitions


Page 36

High Level Overview of the Infrastructure Optimisat ion

el. However, a high-level overview is provided that should be sufficient to provide a foundation understanding of IO model fundamentals. Further information can be found by following the links provided in section

The IO Model covers people, process and technology. Across these categories infrastructure maturity is broken down into four levels. The maturity levels are defined as Basic, Standardised, Rationalised and Dynamic. It should be noted that levels cannot be skipped; that is you can move

Business View IT

IT is viewed as a cost centre

IT is viewed as a more efficient cost centre

IT is viewed as a business enabler

IT is viewed as a strategic asset


Technology Categories

The infrastructure component of the Infrastructure Optimisation Model is broken down into four technology categories as shown in

Figure 9: Infrastructure Optimisation Technology View

It is important to note that maturity levels for each of the technology categories do not have to be the same. It is important to assess your you need to attain for each. One way to achieve this is to map maturity requirements to business requirements. This can be done by looking at the business initiativbe rolled out in your environment in the next 12is required to support them.

PART V Maturity AssessmentThe IO maturity assessment is publicly available on the Microsoft websitThe maturity assessment is technology specific; it does not, as yet, cover the people or process elements of the maturity model.


Technology Categories

The infrastructure component of the Infrastructure Optimisation Model is broken down into four technology categories as shown in Figure 9.

: Infrastructure Optimisation Technology View

It is important to note that maturity levels for each of the technology categories do not have to be . It is important to assess your healthcare organisation and decide which level of maturity

you need to attain for each. One way to achieve this is to map maturity requirements to business requirements. This can be done by looking at the business initiatives and/or applications that are to be rolled out in your environment in the next 12-18 months and planning for the infrastructure that

Maturity Assessment The IO maturity assessment is publicly available on the Microsoft website at www.microsoft.com/ioThe maturity assessment is technology specific; it does not, as yet, cover the people or process elements of the maturity model.


Page 37

The infrastructure component of the Infrastructure Optimisation Model is broken down into four

It is important to note that maturity levels for each of the technology categories do not have to be and decide which level of maturity

you need to attain for each. One way to achieve this is to map maturity requirements to business es and/or applications that are to

18 months and planning for the infrastructure that

www.microsoft.com/io. The maturity assessment is technology specific; it does not, as yet, cover the people or process

http://www.microsoft.com/io


APPENDIX D

PART I Terms and Abbreviations

Abbreviation Definition

ADS Automated Deployment Services

ADT Automated Deployment Toolkit

BDD Business Desktop Deployment

CAL Client Access Licensing

CSF Critical Success Factors

GSS Ghost Solution Suite

GPO Group Policy Objects

HPO Healthcare Platform

IO Infrastructure Optimisation

IRR Internal Rate of Return

ITMU Inventory Tool for Microsoft Updates

KPI Key Performance Indicators

MU Microsoft Update

NPV Net Present Value

OU Organisational Units

RIS Remote Installation Services

REJ Microsoft Rapid Economic Justification

ROI Return on Investment

SMS System Management Server

TCO Total Cost of Ownership

USMT User State Migration Tool

WSUS Windows Software Update Service

Table 20: Terms and Abbreviations

PART II References

Reference Document

R1. Benefits Management: Delivering Value from IS and IT Investments

John Ward and Elizabeth Daniel

R2. Rapid Economic Justification Guide:


R3. Decision Tools for Cost Management


R4. CIOview: What are ROINow! and TCOnow!:



DOCUMENT INFORMATION

Terms and Abbreviations

Definition

Automated Deployment Services

Automated Deployment Toolkit

Business Desktop Deployment

Client Access Licensing

Critical Success Factors

Ghost Solution Suite

Group Policy Objects

Healthcare Platform Optimisation

Infrastructure Optimisation

Internal Rate of Return

Inventory Tool for Microsoft Updates

Key Performance Indicators

Microsoft Update

Net Present Value

Organisational Units

Remote Installation Services

Microsoft Rapid Economic Justification

Return on Investment

System Management Server

Total Cost of Ownership

User State Migration Tool

Windows Software Update Service

References

Benefits Management: Delivering Value from IS and IT Investments

John Ward and Elizabeth Daniel

Rapid Economic Justification Guide:


Decision Tools for Cost Management:


What are ROINow! and TCOnow!:



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2006





Reference Document

R5. Healthcare Desktop Automated Build

http://www.microsoft.com/industry/healthcare/technology/hpo/desktop/desktop.aspx

R6. BDD 2007 Extensions:

http://www.microsoft.com/industry/healthcare/technology/hpo/desktop/bdd.aspx

R7. Automated Build Application Integration


R8. Healthcare Desktop Deployment


R9. Healthcare Desktop Management

http://www.microsoft.com/industry/healt

R10. Healthcare Desktop User State Migration

http://www.microsoft.com/industry/healthcare/technology/hpo/desktop/

R11. Group Policy for Healthcare

http://www.microsoft.com/industry/healthcare/technology/hpo/desktop/grouppolicy.aspx

R12. Active Directory Design Guide

http://www.microsoft.com/industry/healthcare/technology/hpo/security/activedirectory.aspx

R13. Healthcare EFS Tool:

http://www.microsoft.com/industry/healthcare/technology/hpo/security/FCS.aspx

R14. Windows Server Update Services Design Guide

http://www.microsoft.com/industry/healthcare/technology/hpo/security/wsus.aspx

R15. Windows Server Update Services Operations Guide


R16. Systems Management Server 2003

http://www.microsoft.com/industry/healthcare/technology/hpo/serverbuild/sms.aspx

R17. Systems Management Server 2003


R18. Preparing SMS for Software Distribution and Update Management


R19. Software Distribution Using Systems Management Server 2003


R20. Software Update Management Using Systems Management Server 2003


R21. Planning Timeline Comparisons

http://www.microsoft.com/industry/healthcare/technology/hpo/businessvalue/timelines.aspx









R26. Optimizing Infrastructure: The Relationship Between IT Labor Costs and Best

the Windows Desktop:

http://download.microsoft.com/download/a/4/4/a4474b0c

32037fa93ea6/IDC_windesktop_IO_whitepaper.pdf


Desktop Automated Build:



Automated Build Application Integration:


Desktop Deployment:


Desktop Management:


Desktop User State Migration:


Healthcare Desktop Management:


Active Directory Design Guide:



Windows Server Update Services Design Guide:


Windows Server Update Services Operations Guide:


Systems Management Server 2003 Deployment Guide – Initial Site Deployment: http://www.microsoft.com/industry/healthcare/technology/hpo/serverbuild/sms.aspx

Systems Management Server 2003 Deployment Guide – Extending to Other Locations: http://www.microsoft.com/industry/healthcare/technology/hpo/serverbuild/sms.aspx

Preparing SMS for Software Distribution and Update Management:


sing Systems Management Server 2003:


Software Update Management Using Systems Management Server 2003:


Planning Timeline Comparisons – Active Directory: http://www.microsoft.com/industry/healthcare/technology/hpo/businessvalue/timelines.aspx

Planning Timeline Comparisons – Desktop Deployment: http://www.microsoft.com/industry/healthcare/technology/hpo/businessvalue/timelines.aspx

Planning Timeline Comparisons – Desktop Management: http://www.microsoft.com/industry/healthcare/technology/hpo/businessvalue/timelines.aspx

Planning Timeline Comparisons – Systems Management Server 2003: http://www.microsoft.com/industry/healthcare/technology/hpo/businessvalue/timelines.aspx

parisons – Windows Server Update Services:


Infrastructure: The Relationship Between IT Labor Costs and Best-practices for Managing

crosoft.com/download/a/4/4/a4474b0c-57d8-41a2-afe6-

32037fa93ea6/IDC_windesktop_IO_whitepaper.pdf


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http://download.microsoft.com/download/a/4/4/a4474b0c-57d8-41a2-afe6-32037fa93ea6/IDC_windesktop_IO_whitepaper.pdf

http://download.microsoft.com/download/a/4/4/a4474b0c-57d8-41a2-afe6-32037fa93ea6/IDC_windesktop_IO_whitepaper.pdf


Reference Document

R27. Microsoft Case Studies:


R28. Microsoft Windows XP Professional:

http://www.microsoft.com/windowsxp/pro/evaluation/whyupgrade/bizval/defaul

R29. Gartner:

www.gartner.com

R30. Microsoft Healthcare Platform Optimisation:


Table 21: References



Microsoft Windows XP Professional: The Financial Benefits of Windows XP Professional:


Microsoft Healthcare Platform Optimisation:



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http://www.gartner.com/
