Typically large enterprises in BFSI space have a conservative cost benefit accounting practices, focused on accountability. Within these enterprises IT departments are often flogged for not achieving ROI. This also makes it a major area of concern for an Enterprise architect.
In
2007 trend analysis by IT experts, one of the major trends mentioned is about difficulty in demonstrating ROI. Traditionally demonstrating ROI was a problem in IT shops. With stovepipe architecture, at least you could attach your costs to relevant information systems and could figure out benefits accrued because of that information system. Whether it made sense or not, to have particular information system was obvious. Of course problems related to intangible benefits accounting was always there.
The situation became difficult with sharing of infrastructure be it client server systems and lately with EAI. However with SOA gaining traction the issue of demonstrating ROI is becoming even more difficult to handle. There are several issues, ranging from, when a project considered delivered, how costs are measured, apportioned and paid for, to what constitutes benefit and how to measure it. Most of the time IT folks are on defensive, in these debates.
There are problem with measuring both, the fixed costs incurred while building these systems as well as running costs incurred while running these systems. On fixed cost front, the problem arises mainly because of the reuse of infrastructure and non-functional services in a seamless manner. Please note this is different than any sharing of infrastructure you may have seen earlier. Earlier even with sharing, there were clear cut boundaries between users. Now with SOA, the boundaries are blurred, as far as infrastructure and non-functional services goes. One does not know how many future projects are going to use these services (with or without refactoring). Hence they have no clue how to apportion the fixed costs to users. This sometimes turns projects away from using the common infrastructure, as the up front costs are deemed too high. If yours is the first project you rue the fact that you have to build the entire infrastructure and own up all the cost. The enterprise needs to have a clear policy for these types of scenarios so that projects know how cost is going to be charged.
On running costs front various cost elements, e.g. ESB, network connections, underlying applications etc. need to be metered at the granularity which makes sense for the accounting purposes and which helps tagging metered data with a user. Here user is meant from a cost benefit accounting perspective and not actual business user. This metering is not easy. Most of the times underlying IT elements are not amenable to be metered at the level of granularity which helps you connect the metered data with users. Sometimes, metering at such granularity adds an un-acceptable overhead so as to breach non-functional requirements. I have not seen any satisfactory solution to this problem. People have used various sampling and data projection techniques. These are unfair in some scenarios and costs get skewed in favour or against some information systems. The applications part of this run-time metering is relatively easy but it still has problems of adding overheads and breaching non-functional requirements. So people use sampling and projection techniques, here too. But luckily there is not much seamless reuse of application services hence these sampling does not skew costs drastically.
As for benefits the debate is even more intense. The debate begins with the definition of when the project is deemed complete and starts accumulating benefits. e.g. In a business process automation project using SOA, with iterative delivery, one may automate some part of business process which results into some benefit, but end to end business process may actually suffer during this transition, because it may have to carry on with manual work-around. So how does one measure benefits in this case? With intangibles, there is a perennial problem of how does one measure intangible benefits? Sometimes even measuring tangible benefits is difficult, because the data for comparison is unavailable. As with costs, to measure benefits one needs metering at various levels for measuring elements of benefits (e.g. time, resource usage etc.). All the metering issues faced by cost measurement are also faced by benefits measurement as well.
So the key problem is working out semantics of costs and benefits with the business folks, putting a programme in place for their measurement in conjunction with SOA. If SOA is combined with a measurement programme, then it may be possible to demonstrate the ROI with these agreed definitions. This measurement programme is peculiar in the sense that for deployment it can be clubbed with SOA but it has its own separate governance needs, apart from SOA. So it needs to be handled appropriately. This is more than BAM and covers even IT aspects too. May be we need a new acronym, how does BITAM (Business and IT activity monitoring) sound?
