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In order to make well founded decisions about products and services, we need to have a good understanding of what a product or service costs MIT (to roll out, support, and maintain). The total cost to MIT for each product and service should include the costs associated with each IS&T group that assist assists in the roll out or support.
CSS must work to determine how much also work on understanding and measuring what our unit costs and appropriate units to measure are (i.e. how .
Examples: How much does it cost MIT to transition one person to Exchange? What is the per-call cost to MIT of someone having a problem on the new wireless network? The old wireless network?
Once we understand have a person in the Help Desk on a specific task for a specific amount of time). Once we know those unit costs, we can easily apply them to specific products or services to drive service improvements, transition schedules, and inform risk management. We can also then easily look to see at how certain process or service improvements can change unit costs (, hopefully for the better). Discussions . We can have healthy discussions about revenue models and chargebacks that are also much more relevant and informed when using real unit costs. And we can make rational arguments for budget allocations and investment based on projections and measurement rather than high-level estimates.
- improved understanding of unit costs
- pilot new revenue models
- design business process improvements
- develop understanding of risk management and associated costs