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1996-05-21
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[pic]
Microsoft® Office
White Paper
for Windows® 95
Financial Impact Analysis Tool
[pic]
Purpose of this Tool
Organizations will experience many benefits from moving to the Microsoft
Windows® 95 operating system and Microsoft( Office for Windows( 95
including:
ΓÇó Reduced support burden
ΓÇó Increased control of the desktop
ΓÇó Improved end-user productivity
The purpose of this business analysis tool is to provide you with a general
framework for analyzing the business impact on your organization and to
estimate specific elements of the impact, including the benefits, costs,
and pay-back period of migrating to Windows 95 and Office for Windows 95.
This tool provides a general model for analysis and the output is highly
dependent on the information that you choose to include. You should view
this tool as a starting point for performing additional analysis. We
recommend you use the output of this tool as an input to your own analysis.
So, when analyzing the impact on your organization, you should also
consider other benefits such as productivity gains from new capabilities in
the product (for example, giving employees in your organization the new
ability to access a mission critical application remotely).
How to Use this Tool
To most effectively use this business analysis tool, follow these steps:
ΓÇó Read this document completely.
ΓÇó Gather data (fill out the Business Analysis Tool Input on the following
pages).
ΓÇó Input the information into the spreadsheet tool. (Note: This model was
developed to use Microsoft( Excel for Windows, version 5 or later and will
work with either Windows 3.1 or Windows 95.)
ΓÇó Review the output.
ΓÇó Consider other assumptions and incorporate the output into your own
model.
Limitations of the Financial Impact Analysis Tool
There are certain limitations to this Financial Impact Analysis Tool:
The time horizon is one year from when your organization migrates to
Windows 95 and Office for Windows 95. This tool does not make any
assumptions on subsequent year affects on your organization. Therefore, if
you want to perform ΓÇ£pay-backΓÇ¥ analysis, you may want to take this model
and project the affect on your organization for subsequent years following
the migration.
The tool does not take into consideration labor rates nor does it place a
value on the person-hours saved in this model. (This is a logical way for
you to use the output data in further analysis.)
The spreadsheet model has been tested in a limited number of environments
and configurations. You may encounter technical problems with the
spreadsheet.
Financial Impact Analysis Tool Input Worksheet
This worksheet will help prepare you for information needed in the Business
Analysis Tool spreadsheet (Financial Impact.xls). You should use this
worksheet as a guide in acquiring data on your upgrade base. Some of the
information you will need to input is unique to your organization (such as
the number of desktops youΓÇÖll be upgrading) and other information includes
industry-appropriate data that you can tailor to your environment (amount
of training time provided to users).
Once youΓÇÖve collected the necessary data specific to your upgrade base,
merely plug the numbers into the Business Analysis Tool model.
Windows 95 Inputs
|Input |Defau|Default Source |Your Estimate |
|Description |lt | | |
| |Value| | |
|Upgrade Effort | | | |
|Number of users |1,000| | |
|to upgrade | | | |
|Cost of the |$99 |Estimated retail| |
|operating system| |street price | |
|software | | | |
|Estimated time |2 |ΓÇ£PushΓÇ¥ and | |
|to upgrade a |hours|ΓÇ£PullΓÇ¥ | |
|user | |combination | |
| | |installation | |
| | |estimates | |
|Amount of |10 |Usability | |
|end-user |minut|Sciences study | |
|training you |es | | |
|will conduct to | | | |
|upgrade users to| | | |
|Windows 95 | | | |
|Number of IS |2.7 |Workgroup | |
|professionals |per |Technologies | |
|that support |1,000|ΓÇ£Rescue for the | |
|this upgrade |users|HelpdeskΓÇ¥ study | |
|effort | | | |
|Amount of |8 |Internal | |
|training (in |hours|Microsoft | |
|hours) for these| |estimates | |
|support | | | |
|professionals to| | | |
|learn Windows 95| | | |
|Support Burden | | | |
|Number of help |.6 |Workgroup | |
|desk calls you |calls|Technologies | |
|receive today |per |ΓÇ£Rescue for the | |
|(average per PC)|month|HelpdeskΓÇ¥ study | |
|Average call |30 |Combination of | |
|time (per call) |minut|Workgroup | |
| |es |Technologies | |
| | |ΓÇ£Rescue for the | |
| | |HelpdeskΓÇ¥ study | |
| | |and Microsoft | |
| | |internal | |
| | |estimates | |
|Percent of these|31% |Workgroup | |
|calls that | |Technologies | |
|require an | |ΓÇ£Rescue for the | |
|onsite visit by | |HelpdeskΓÇ¥ study | |
|a technician | | | |
|Average |30 |Combination of | |
|difference in |minut|Workgroup | |
|time between |es |Technologies | |
|calls handled by| |ΓÇ£Rescue for the | |
|technicians on | |HelpdeskΓÇ¥ study | |
|site versus via | |and Microsoft | |
|phone support | |internal | |
| | |estimates | |
|Projected affect|.3 |Microsoft | |
|on help desk as |calls|internal | |
|a result of |unit |estimates | |
|upgrading to |upgra| | |
|Windows 95 (for |ded | | |
|the first 2 | | | |
|weeks after the | | | |
|upgrade) | | | |
|End-User Time | | | |
|Assumptions | | | |
|Amount of time |1,000|Microsoft | |
|(hours per year)| |internal | |
|that each user | |estimates | |
|in your upgrade | | | |
|base uses a PC | | | |
|Percent of time |10% |Microsoft | |
|the user spends | |internal | |
|working with the| |estimates | |
|operating system| | | |
|(rather than an | | | |
|application) | | | |
|components (such| | | |
|as launching an | | | |
|application, | | | |
|copying files, | | | |
|printing, and | | | |
|the like) | | | |
|Impact of | | | |
|Windows 95 on | | | |
|Help Desks | | | |
|Percent of |11% |Workgroup | |
|support calls | |Technologies | |
|alleviated | |ΓÇ£Rescue for the | |
| | |HelpdeskΓÇ¥ study | |
|Increased |30% |Workgroup | |
|efficiency in | |Technologies | |
|handling calls | |ΓÇ£Rescue for the | |
|(reduced number | |HelpdeskΓÇ¥ study | |
|of site visits | | | |
|by technicians) | | | |
|Improved | | | |
|End-User | | | |
|Productivity | | | |
|Efficiency in |91% |Usability | |
|the user | |Sciences study | |
|interface | | | |
|Fewer mistakes |10% |Usability | |
|in performing | |Sciences study | |
|common tasks | | | |
|Cost Avoidance | |Individual cost | |
|from Included | |savings are | |
|Software | |based on | |
| | |Microsoft | |
| | |internal | |
| | |estimates | |
|Time Avoidance | |Time estimates | |
|from Integrated | |from a Microsoft| |
|Software | |Solution | |
| | |Provider | |
Sources of Assumptions
Workgroup Technologies Rescue for the Help DeskΓÇöA White Paper on the Impact
of Windows 95.
Workgroup Technologies found that between 7 and 15 percent of all PC
support calls will be alleviated by your upgrade base on Windows 95. This
same study found that up to 50 percent of PC support calls that have been
handled by technicians at the userΓÇÖs desks can be handled via telephone
support.
Call alleviation refers to the number of calls that will no longer be
placed to the help desk as a result of migrating to Windows 95 as an
operating system (versus Windows® 3.1). The improvements in efficiency of
existing support resources is based on the number of calls that can now be
handled via the phone in lieu of having a technician physically visit the
desktop. In the spreadsheet, you will input the number of requests for
support your organization receives monthly (on a per PC basis). Then, you
will input the number of minutes your organization spends on average
servicing each request. To be able to apply the Workgroup Technology study
to your environment, you also need to define how many of these total calls
required a technician site visit and how much longer, on average, these
calls take to service compared to supporting them via the phone. This will
allow you to apply a help desk efficiency component to this model.
For more information on this study, please refer to the Rescue for the
Helpdesk document located on the Windows 95 & Office 95 Evaluation and
Migration Planning Kit CD (in the \Business Impact\Business Value Studies
folder).
Usability Sciences, Windows 3.1 versus Windows 95 Quantification of
Learning Time and Productivity
This study on Windows 3.1 users tested during their first experiences with
Windows 95 found that Windows 3.1 users were immediately almost twice as
productive on Windows 95 and they made 10 percent fewer mistakes. Although
this study was conducted on different types of users from a variety of
organizations and is projectable to the population of users of Windows at
large, you must decide whether you feel this is applicable to your
organization.
For more information on this study, please refer to the Windows 3.1 versus
Windows 95 Quantification of Learning Time and Productivity document
located on the Windows 95 & Office 95 Evaluation and Migration Planning Kit
CD (in the \Business Impact\Business Value Studies folder).
Cost Avoidance from Included Software
This tool provides a pick list of software that has functionality included
in Windows 95. Currently, you would have to purchase third-party software
and install it on the each desktop. Windows 95 includes significant
software utilities in the operating systemΓÇösuch as hard disk compression,
disk utilities, integrating messaging, internetworking protocols,
diagnostic tools, and remote access software. You should go through the
pick list to choose the utilities that you use and the number of these that
would be offset by migrating to Windows 95.
Time Avoidance from Integrated Software
This tool provides a pick list of software (thatΓÇÖs included in Windows 95)
that you would otherwise have to spend time to integrate onto each desktop.
With Windows 95, you can save time because these features are already
included in the operating system. You donΓÇÖt have to spend subsequent time
installing them on each desktop. You should go through the pick list to
choose the utilities you use today and the number of these that would be
offset by purchasing Windows 95.
Office for Windows 95 Inputs
|Input |Defau|Default Source |Your Estimate |
|Description |lt | | |
| |Value| | |
|Upgrade Effort | | | |
|Number of users |1,000| | |
|to upgrade | | | |
|Cost of |$249 |Estimated | |
|Application |(std)|upgrade retail | |
|Software for |$349 |street price | |
|Office Standard |(pro)| | |
|and Professional| | | |
|editions. | | | |
|Estimated time |2 |ΓÇ£PushΓÇ¥ and | |
|to upgrade a |hours|ΓÇ£PullΓÇ¥ | |
|user | |combination | |
| | |installation | |
| | |estimates | |
|Amount of | |The MASIE | |
|end-user | |CenterΓÇÖs | |
|training you |2 |ΓÇ£Learning Office| |
|will provide to |hours|for Windows 95ΓÇ¥ | |
|upgrade users to|5 |White Paper | |
|Office 95 |hours| | |
|Existing Office | | | |
|application | | | |
|users | | | |
|New Users | | | |
|Number of IS |2.7 |Workgroup | |
|professionals |per |Technologies | |
|that support |1,000|ΓÇ£Rescue for the | |
|this upgrade |users|HelpdeskΓÇ¥ study | |
|effort | | | |
|Amount of |12 |Internal | |
|training (in |hours|Microsoft | |
|hours) for these| |estimates | |
|support | | | |
|professionals to| | | |
|learn Office for| | | |
|Windows 95 | | | |
|Support Burden | | | |
|Number of help |.6 |Workgroup | |
|desk calls you |calls|Technologies | |
|receive today |per |ΓÇ£Rescue for the | |
|(average per PC)|month|HelpdeskΓÇ¥ study | |
|Average call |30 |Combination of | |
|time (per call) |minut|Workgroup | |
| |es |Technologies | |
| | |ΓÇ£Rescue for the | |
| | |HelpdeskΓÇ¥ study | |
| | |and Microsoft | |
| | |internal | |
| | |estimates | |
|Percent of these|31% |Workgroup | |
|calls that | |Technologies | |
|require an | |ΓÇ£Rescue for the | |
|onsite visit by | |HelpdeskΓÇ¥ study | |
|a technician | | | |
|Input |Defau|Default Source |Your Estimate |
|Description |lt | | |
| |Value| | |
|Average |30 |Combination of | |
|difference in |minut|Workgroup | |
|time between |es |Technologies | |
|calls that are | |ΓÇ£Rescue for the | |
|handled by | |HelpdeskΓÇ¥ study | |
|technicians on | |and Microsoft | |
|site versus via | |internal | |
|phone support | |estimates | |
|Projected effect|.3 |Microsoft | |
|on help desk as |calls|internal | |
|a result of |per |estimates | |
|upgrading to |unit | | |
|Office for |upgra| | |
|Windows 95 (for|ded | | |
|the first 2 | | | |
|weeks after the | | | |
|upgrade) | | | |
|End-User Time | | | |
|Assumptions | | | |
|Amount of time |1,000|Microsoft | |
|(hours per year)| |internal | |
|that each user | |estimates | |
|in your upgrade | | | |
|base uses a PC | | | |
|Percent of time |40% |Microsoft | |
|the user spends | |internal | |
|working with | |estimates | |
|Office | | | |
|applications | | | |
|(rather than the| | | |
|operating | | | |
|system) | | | |
|components | | | |
|Impact of Office| | | |
|95 on Help Desks| | | |
|Percent of total|5% |Workgroup | |
|PC support calls| |Technologies | |
|alleviated | |ΓÇ£Rescue for the | |
| | |HelpdeskΓÇ¥ study | |
|Increased |11% |Workgroup | |
|efficiency in | |Technologies | |
|handling calls | |ΓÇ£Rescue for the | |
|(reduced number | |HelpdeskΓÇ¥ study | |
|of site visits | | | |
|by technicians) | | | |
|Improved | | | |
|End-User | | | |
|Productivity | | | |
|Increased user |37% |Kelly Services | |
|productivity | |ΓÇ£Office 95 | |
| | |Productivity | |
| | |StudyΓÇ¥ | |
|Fewer mistakes |36% |Kelly Services | |
|in performing | |ΓÇ£Office 95 | |
|common tasks | |Productivity | |
| | |StudyΓÇ¥ | |
Sources of Assumptions
Workgroup Technologies Rescue for the HelpdeskΓÇöA White Paper on the Impact
of Office for Windows 95.
Workgroup Technologies found that between 3 and 7 percent of all PC support
calls will be alleviated by upgrading to Office for Windows 95. This same
study found that up to 11 percent of PC support calls that have been
handled by technicians at the userΓÇÖs desks can be handled via telephone
support.
Call alleviation refers to the number of calls that will no longer be
placed to the help desk as a result of migrating to Office 95. The
improvements in efficiency of existing support resources is based on the
number of calls that are addressed by the improved on-line help or can now
be handled via the phone in lieu of having a technician physically visit
the desktop. In the spreadsheet, you will input the number of requests for
support your organization receives monthly (on a per PC basis). Then, you
will input the number of minutes your organization spends on average
servicing each request. To be able to apply the Workgroup Technology study
to your environment, you also need to define how many of these total calls
required a technician site visit and how much longer, on average, these
calls take to service compared to supporting them via the phone. This will
allow you to apply a help desk efficiency component to this model.
For more information on this study, please refer to the Rescue to the
Helpdesk document located on the Windows 95 & Office 95 Evaluation and
Migration Planning Kit CD (in the \Business Impact\Business Value Studies
folder).
Kelly Services, Office 95 vs. Office 4.3 User Productivity Test
Kelly Services conducted a controlled usability test comparing employee
productivity with Office 4.3 and Office 95. They found users were able to
complete a set of common tasks 37% faster and they made 36 percent fewer
mistakes. In addition, 70% of their users felt they could be productive
with Office 95 without additional formal training.
For more information on this study, please refer to the Office 95 User
Productivity document located on the Windows 95 & Office 95 Evaluation and
Migration Planning Kit CD (in the \Business Impact\Business Value Studies
folder).
Other Considerations for Your Analysis
This Business Analysis Tool is just one of many methods for modeling the
effect Windows 95 and Office for Windows 95 will have on your organization.
The following studies may also provide some insights:
|Title |Author |Description |
|Total Cost of |The Gartner |Research note |
|Ownership |Group |that details the|
| | |costs of owning |
| | |a Windows |
| | |3.1-based PC |
| | |over a five-year|
| | |period and |
| | |compares this |
| | |costs of running|
| | |Windows 95. |
| | |For additional |
| | |information, |
| | |contact the |
| | |Gartner Group at|
| | |(203) 967-6700. |
|Microsoft Office|International |Return on |
|for Windows 95 |Data Corporation|investment |
|Upgrades: | |analysis of |
|Cost-to-Use and | |Office for |
|Value-to-Use in | |Windows 95 that |
|Cutting | |considers both |
|Client/Server | |cost-to-use and |
|Costs | |value-to-use |
| | |data. The |
| | |summary of the |
| | |paper entitled, |
| | |Office 95 Cost |
| | |and Value to |
| | |Use, is located |
| | |on the Windows |
| | |95 & Office 95 |
| | |Evaluation and |
| | |Migration |
| | |Planning Kit CD |
| | |(in the |
| | |\Business |
| | |Impact\Business |
| | |Value Studies |
| | |folder). |
| | |For additional |
| | |information, |
| | |contact IDC at |
| | |(508) 872-8200. |
DISCLAIMER OF WARRANTY. Product is deemed accepted by Recipient. The
PRODUCT is provided ΓÇ£AS ISΓÇ¥ WITHOUT WARRANTY OF ANY KIND. TO THE MAXIMUM
EXTENT PERMITTED BY APPLICABLE LAW, MICROSOFT FURTHER DISCLAIMS ALL
WARRANTIES, INCLUDING WITHOUT LIMITATION ANY IMPLIED WARRANTIES OF
MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, AND NONINFRINGEMENT.
THE ENTIRE RISK ARISING OUT OF THE USE OR PERFORMANCE OF THE PRODUCT AND
DOCUMENTATION REMAINS WITH RECIPIENT. TO THE MAXIMUM EXTENT PERMITTED BY
APPLICABLE LAW, IN NO EVENT SHALL MICROSOFT OR ITS SUPPLIERS BE LIABLE FOR
ANY CONSEQUENTIAL, INCIDENTAL, DIRECT, INDIRECT, SPECIAL, PUNITIVE, OR
OTHER DAMAGES WHATSOEVER (INCLUDING, WITHOUT LIMITATION, DAMAGES FOR LOSS
OF BUSINESS PROFITS, BUSINESS INTERRUPTION, LOSS OF BUSINESS INFORMATION,
OR OTHER PECUNIARY LOSS) ARISING OUT OF THIS AGREEMENT OR THE USE OF OR
INABILITY TO USE THE PRODUCT, EVEN IF MICROSOFT HAS BEEN ADVISED OF THE
POSSIBILITY OF SUCH DAMAGES. BECAUSE SOME STATES/JURISDICTIONS DO NOT
ALLOW THE EXCLUSION OR LIMITATION OF LIABILITY FOR CONSEQUENTIAL OR
INCIDENTAL DAMAGES, THE ABOVE LIMITATION MAY NOT APPLY TO RECIPIENT.
#########
( 1995 Microsoft Corporation. All rights reserved.
The information contained in this document represents the current view of
Microsoft Corporation on the issues discussed as of the date of
publication. Because Microsoft must respond to changing market conditions,
it should not be interpreted to be a commitment on the part of Microsoft,
and Microsoft cannot guarantee the accuracy of any information presented
after the date of publication.
This document is for informational purposes only. MICROSOFT MAKES NO
WARRANTIES, EXPRESS OR IMPLIED, IN THIS DOCUMENT.
Microsoft, Windows, IntelliSense, TipWizard, PivotTable, PowerPoint, Visual
Basic, and the Office Compatible logo are either registered trademarks or
trademarks of Microsoft in the United States and/or other countries.
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