Internal and external obstacles beyond IT’s control make these challenges with gaining IT budget approval even harder to overcome:
Besides the small introduction, subscribers and consulting clients within this management domain have access to:
This deck applies Info-Tech’s proven ITFM Cost Model to the IT budgeting process and offers five phases that cover the purpose of your IT budget and what it means to your stakeholders, key budgeting resources, forecasting, selecting and fine-tuning your budget message, and delivering your IT budget executive presentation for approval.
This Excel workbook offers a step-by-step approach for mapping your historical and forecasted IT expenditure and creating visualizations you can use to populate your IT budget executive presentation.
This sample workbook offers a completed example of the “IT Cost Forecasting and Budgeting Workbook” that accompanies the Create a Transparent & Defensible IT Budget blueprint.
This presentation template offers a recommended structure for presenting your proposed IT budget for next fiscal year to your executive stakeholders for approval.
Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Understand your IT budget in the context of your organization and key stakeholders, as well as gather your budgeting data and review previous years’ financial performance.
Understand your organization’s budget process and culture.
Understand your stakeholders’ priorities and perspectives regarding your IT budget.
Gain insight into your historical IT expenditure.
Set next fiscal year’s IT budget targets.
1.1 Review budget purpose.
1.2 Understand stakeholders and approvers.
1.3 Gather your data.
1.4 Map and review historical financial performance.
1.5 Rationalize last year’s variances and set next year's budget targets.
Budget process and culture assessment.
Stakeholder alignment assessment and pre-selling strategy.
Data prepared for next steps.
Mapped historical expenditure.
Next fiscal year’s budget targets.
Develop a forecast of next fiscal year’s proposed capital IT expenditure driven by your organization’s strategic projects.
Develop project CapEx forecast according to the four different stakeholder views of Info-Tech’s ITFM Cost Model.
Ensure that no business projects that have IT implications (and their true costs) are missed.
2.1 Review the ITFM cost model
2.2 List projects.
2.3 Review project proposals and costs.
2.4 Map and tally total project CapEx.
2.5 Develop and/or confirm project-business alignment, ROI, and cost-benefit statements.
Confirmed ITFM cost mdel.
A list of projects.
Confirmed list of project proposals and costs.
Forecasted project-based capital expenditure mapped against the four views of the ITFM Cost Model.
Projects financials in line.
Develop a forecast of next fiscal year’s proposed “business as usual” non-project capital and operating IT expenditure.
Develop non-project CapEx and non-project OpEx forecasts according to the four different stakeholder views of Info-Tech’s ITFM Cost Model.
Make “business as usual” costs fully transparent and rationalized.
3.1 Review non-project capital and costs.
3.2 Review non-project operations and costs.
3.3 Map and tally total non-project CapEx and OpEx.
3.4 Develop and/or confirm proposed expenditure rationales.
Confirmation of non-project capital and costs.
Confirmation of non-project operations and costs.
Forecasted non-project-based capital expenditure and operating expenditure against the four views of the ITFM Cost Model.
Proposed expenditure rationales.
Aggregate and sanity-check your forecasts, harden your rationales, and plan/develop the content for your IT budget executive presentation.
Create a finalized proposed IT budget for next fiscal year that offers different views on your budget for different stakeholders.
Select content for your IT budget executive presentation that will resonate with your stakeholders and streamline approval.
4.1 Aggregate forecast totals and sanity check.
4.2 Generate graphical outputs and select content to include in presentation.
4.3 Fine-tune rationales.
4.4 Develop presentation and write commentary.
Final proposed IT budget for next fiscal year.
Graphic outputs selected for presentation.
Rationales for budget.
Content for IT Budget Executive Presentation.
Finalize and polish the IT budget executive presentation.
An approval-ready presentation that showcases your business-aligned proposed IT budget backed up with rigorous rationales.
5.1 Complete in-progress deliverables from previous four days.
5.2 Set up review time for workshop deliverables and to discuss next steps.
Completed IT Budget Executive Presentation.
Review scheduled.
EXECUTIVE BRIEF
It’s that time of year again – budgeting. Most organizations invest a lot of time and effort in a capital project selection process, tack a few percentage points onto last year’s OpEx, do a round of trimming, and call it a day. However, if you want to improve IT financial transparency and get your business stakeholders and the CFO to see the true value of IT, you need to do more than this. Yourcrea IT budget is more than a once-a-year administrative exercise. It’s an opportunity to educate, create partnerships, eliminate nasty surprises, and build trust. The key to doing these things rests in offering a range of budget perspectives that engage and make sense to your stakeholders, as well as providing iron-clad rationales that tie directly to organizational objectives. The work of setting and managing a budget never stops – it’s a series of interactions, conversations, and decisions that happen throughout the year. If you take this approach to budgeting, you’ll greatly enhance your chances of creating and presenting a defensible annual budget that gets approved the first time around. |
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Jennifer Perrier |
Your Challenge |
Common Obstacles |
Info-Tech’s Approach |
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IT struggles to gain budget approval year after year, largely driven by a few key factors:
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Internal and external obstacles beyond IT’s control make these challenges even harder to overcome:
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CIOs need a straightforward way to create and present an approval-ready budget.
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Info-Tech Insight
CIOs need a straightforward way to create and present an approval-ready IT budget that demonstrates the value IT is delivering to the business and speaks directly to different stakeholder priorities.
Capability challenges |
Administrative challenges |
Operating challenges |
Visibility challenges |
Relationship challenges |
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IT is seen as a cost center, not an enabler or driver of business strategy. |
IT leaders are not seen as business leaders. |
Economic pressures drive knee-jerk redirection of IT’s budgetary focus from strategic initiatives back to operational tactics. |
The vast majority of IT’s |
Most business leaders don’t know how many IT resources their business units are really consuming. |
Other departments in the organization see IT as a competitor for funding, not a business partner. |
Lack of transparency |
IT and the business aren’t speaking the same language. |
IT leaders don’t have sufficient access to information about, or involvement in, business decisions and objectives. |
Outmoded finance department expenditure categorizations don’t accommodate IT’s real cost categories. |
IT absorbs unplanned spend because business leaders don’t realize or consider the impact of their decisions on IT. |
The business doesn’t understand what IT is, what it does, or what it can offer. |
IT and the business don’t have meaningful conversations about IT costs, opportunities, or investments. |
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Defining and demonstrating the value of IT and its investments isn’t straightforward. |
IT leaders may not have the financial literacy or acumen needed to translate IT activities and needs into business terms. |
CapEx and OpEx approval and tracking mechanisms are handled separately when, in reality, they’re highly interdependent. |
IT activities usually have an indirect relationship with revenue, making value calculations more complicated. |
Much of IT, especially infrastructure, is invisible to the business and is only noticed if it’s not working. |
The relationship between IT spending and how it supports achievement of business objectives is not clear. |
Principle 1: |
Principle 2: |
Principle 3: |
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The three principles above are all about IT’s changing relationship to the business. IT leaders need a systematic and repeatable approach to budgeting that addresses these principles by:
“The culture of the organization will drive your success with IT financial management.”
– Dave Kish, Practice Lead, IT Financial Management Practice, Info-Tech Research Group
IT budget approval cycle
The Info-Tech difference:
This blueprint provides a framework, method, and templated exemplars for building and presenting your IT budget to different stakeholders. These will speed the approval process and ensure that a higher percentage of your proposed spend is approved.
1. Lay Your Foundation |
2. Get Into Budget-Starting Position |
3. Develop Your Forecasts |
4. Build Your Proposed Budget |
5. Create and Deliver Your Budget Presentation |
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Phase steps |
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Phase outcomes |
An understanding of your stakeholders and what your IT budget means to them. |
Information and goals for planning next fiscal year’s IT budget. |
Completed forecasts for project and non-project CapEx and OpEx. |
A final IT budget for proposal including scenario-based alternatives. |
An IT budget presentation. |
Overarching insight: Create a transparent and defensible IT budget
CIOs need a straightforward way to create and present an approval-ready IT budget that demonstrates the value IT is delivering to the business and speaks directly to different stakeholder priorities.
Phase 1 insight: Lay your foundation
IT needs to step back and look at it’s budget-creation process by first understanding exactly what a budget is intended to do and learning what the IT budget means to IT’s various business stakeholders.
Phase 2 Insight: Get into budget-starting position
Presenting your proposed IT budget in the context of past IT expenditure demonstrates a pattern of spend behavior that is fundamental to next year’s expenditure rationale.
Phase 3 insight: Develop your forecasts
Forecasting costs according to a range of views, including CapEx vs. OpEx and project vs. non-project, and then positioning it according to different stakeholder perspectives, is key to creating a transparent budget.
Phase 4 insight: Build your proposed budget
Fine-tuning and hardening the rationales behind every aspect of your proposed budget is one of the most important steps for facilitating the budgetary approval process and increasing the amount of your budget that is ultimately approved.
Phase 5 insight: Create and deliver your budget presentation
Selecting the right content to present to your various stakeholders at the right level of granularity ensures that they see their priorities reflected in IT’s budget, driving their interest and engagement in IT financial concerns.
IT Cost Forecasting and Budgeting Workbook This Excel tool allows you to capture and work through all elements of your IT forecasting from the perspective of multiple key stakeholders and generates compelling visuals to choose from to populate your final executive presentation. |
Also download this completed sample:
Sample: IT Cost Forecasting and Budgeting Workbook
IT Budget Executive Presentation Template
Phase 5: Create a focused presentation for your proposed IT budget that will engage your audience and facilitate approval.
IT benefits |
Business benefits |
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Ease budgetary approval and improve its accuracy.
Near-term goals
Long-term goal
In Phases 1 and 2 of this blueprint, we will help you understand what your approvers are looking for and gather the right data and information.
In Phase 3, we will help you forecast your IT costs it terms of four stakeholder views so you can craft a more meaningful IT budget narrative.
In Phases 4 and 5, we will help you build a targeted presentation for your proposed IT budget.
Value you will receive:
“A budget isn’t like a horse and cart – you can’t get in front of it or behind it like that. It’s more like a river…
When developing an annual budget, you have a good idea of what the OpEx will be – last year’s with an annual bump. You know what that boat is like and if the river can handle it.
But sometimes you want to float bigger boats, like capital projects. But these boats don’t start at the same place at the same time. Some are full of holes. And does your river even have the capacity to handle a boat of that size?
Some organizations force project charters by a certain date and only these are included in the following year’s budget. The project doesn’t start until 8-12 months later and the charter goes stale. The river just can’t float all these boats! It’s a failed model. You have to have a great governance processes and clear prioritization so that you can dynamically approve and get boats on the river throughout the year.”
– Mark Roman, Managing Partner, Executive Services,
Info-Tech Research Group and Former Higher Education CIO
“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.”
“Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.”
“We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.”
“Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”
Phase 1: Lay Your Foundation |
Phase 2: Get Into Budget-Starting Position |
Phase 3: Develop Your Forecasts |
Phase 4: Build Your Proposed Budget |
Phase 5: Create and Deliver Your Budget Presentation |
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Call #1: Discuss the IT budget, processes, and stakeholders in the context of your unique organization. |
Call #2: Review data requirements for transparent budgeting. Call #3: Set budget goals and process improvement metrics. |
Call #4: Review project CapEx forecasts. Call #5: Review non-project CapEx and OpEx forecasts. |
Call #6: Review proposed budget logic and rationales. |
Call #7: Identify presentation inclusions and exclusions. Call #8: Review final budget presentation. |
A Guided Implementation (GI) is a series of calls with an Info-Tech analyst to help implement our best practices in your organization.
A typical GI is 8 to 12 calls over the course of 4 to 6 months.
Contact your account representative for more information.
workshops@infotech.com 1-888-670-8889
Day 1 | Day 2 | Day 3 | Day 4 | Day 5 | |
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Get into budget-starting position |
Forecast project CapEx |
Forecast non-project CapEx and OpEx |
Finalize budget and develop presentation |
Next Steps and |
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Activities |
1.1 Review budget purpose. 1.2 Understand stakeholders and approvers. 1.3 Gather your data. 1.4 Map and review historical financial performance. 1.5 Rationalize last year’s variances. 1.5 Set next year’s budget targets. |
2.1 Review the ITFM Cost Model. 2.2 List projects. 2.3 Review project proposals and costs. 2.4 Map and tally total project CapEx. 2.5 Develop and/or confirm project-business alignment, ROI, and cost-benefit statements. |
3.1 Review non-project capital and costs. 3.2 Review non-project operations and costs. 3.3 Map and tally total non-project CapEx and OpEx. 3.4 Develop and/or confirm proposed expenditure rationales. |
4.1 Aggregate forecast totals and sanity check. 4.2 Generate graphical outputs and select content to include in presentation. 4.3 Fine-tune rationales. 4.4 Develop presentation and write commentary. |
5.1 Complete in-progress deliverables from previous four days. 5.2 Set up review time for workshop deliverables and to discuss next steps. |
Deliverables |
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Lay Your |
Get Into Budget-Starting Position |
Develop Your |
Build Your |
Create and Deliver Your Presentation |
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1.1 Understand what your budget is 1.2 Know your stakeholders 1.3 Continuously pre-sell your budget |
2.1 Assemble your resources 2.2 Understand the four views of the ITFM Cost Model 2.3 Review last year’s budget vs. 2.4 Set your high-level goals |
3.1 Develop assumptions and 3.2 Forecast your project CapEx 3.3 Forecast your non-project CapEx and OpEx |
4.1 Aggregate your numbers 4.2 Stress test your forecasts 4.3 Challenge and perfect your |
5.1 Plan your content 5.2 Build your presentation 5.3 Present to stakeholders 5.4 Make final adjustments and submit your IT budget |
This phase will walk you through the following activities:
This phase involves the following participants:
This phase is about understanding the what, why, and who of your IT budget.
“IT finance is more than budgeting. It’s about building trust and credibility in where we’re spending money, how we’re spending money. It’s about relationships. It’s about financial responsibility, financial accountability. I rely on my entire leadership team to all understand what their spend is. We are a steward of other people’s money.”
– Rick Hopfer, CIO, Hawaii Medical Service Association
Most people know what a budget is, but it’s important to understand its true purpose and how it’s used in your organization before you engage in any activity or dialogue about it.
In strictly objective terms:
Simply put, a budget’s fundamental purpose is to plan and communicate how an organization will avoid deficit and debt and remain financially viable while meeting its various accountabilities and responsibilities to its internal and external stakeholders.
“CFOs are not thinking that they want to shut down IT spend. Nobody wants to do that. I always looked at things in terms of revenue streams – where the cash inflow is coming from, where it’s going to, and if I can align my cash outflows to my revenue stream. Where I always got suspicious as a CFO is if somebody can’t articulate spending in terms of a revenue stream. I think that’s how most CFOs operate.”
– Carol Carr, Technical Counselor,
Info-Tech Research Group and Former CFO
It’s a competition: The various units in your organization are competing for the biggest piece they can get of the limited projected income pie. It’s a zero-sum game. The organization’s strategic and operational priorities will determine how this projected income is divvied up.
Direct-to-revenue units win: Business units that directly generate revenue often get bigger relative percentages of the organizational budget since they’re integral to bringing in the projected income part of the budget that allows the expenditure across all business units to happen in the first place.
Indirect-to-revenue units lose: Unlike sales units, for example, IT’s relationship to projected income tends to be indirect, which means that IT must connect a lot more dots to illustrate its positive impact on projected income generation.
In financial jargon, IT really is a cost center: This indirect relationship to revenue also explains why the focus of IT budget conversations is usually on the expenditure side of the equation, meaning it doesn’t have a clear positive impact on income.
Contextual metrics like IT spend as a percentage of revenue, IT OpEx as a percentage of organizational OpEx, and IT spend per organizational employee are important baseline metrics to track around your budget, internally benchmark over time, and share, in order to illustrate exactly where IT fits into the broader organizational picture.
Many organizations have an annual budgeting and planning event that takes place during the back half of the fiscal year. This is where all formal documentation around planned projects and proposed spend for the upcoming year is consolidated, culminating in final presentation, adjustment, and approval. It’s basically a consolidation and ranking of organization-wide priorities at the highest level.
If things are running well, this culmination point in the overall budget development and management process is just a formality, not the beginning, middle, and end of the real work. Ideally:
"A well developed and presented budget should be the numeric manifestation of your IT strategy that’s well communicated and understood by your peers. When done right, budgets should merely affirm what’s already been understood and should get approved with minimal pushback.“
– Patrick Gray, TechRepublic, 2020
While not a contract per se, your IT budget is an objective and transparent statement made in good faith that shows:
When it comes to your budget (and all things financial), your job is to be ethical, careful, and wise:
What’s the same everywhere… |
What’s unchangeable… |
What’s changeable… |
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For right or wrong, most budgeting processes follow these general steps: |
There are usually only three things about an organization’s budgeting process that are untouchable and can’t be changed: |
Budgeting processes are rarely questioned. It never occurs to most people to challenge this system, even if it doesn’t work. Who wants to challenge the CFO? No one. Review your organization’s budgeting culture to discover the negotiable and non-negotiable constraints. Specifically, look at these potentially-negotiable factors if they’re obstacles to IT budgeting success: |
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1 hour
Input | Output | Materials | Participants |
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Budgeting area of assessment |
Rating 1 = very ineffective 10 = very effective |
Challenges |
Opportunities for change |
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Legal and regulatory mandates |
7 | Significant regulation but compliance steps not clear or supported within departments. |
Create, communicate, and train management on compliance procedures and align the financial management tools accordingly. |
Accounting rules |
6 | IT not very familiar with them. |
Learn more about them and their provisions to see if IT spend can be better represented. |
Timeframes and deadlines |
5 | Finalize capital project plans for next fiscal four months before end of current fiscal. |
Explore flexible funding models that allow changes to budget closer to project execution. |
Order of operations |
3 | Setting CapEx before OpEx leads to paring of necessary OpEx based on CapEx commitments. |
Establish OpEx first as a baseline and then top up to target budget with CapEx. |
Areas of focus |
6 | Lack of focus on OpEx means incremental budgeting – we don’t know what’s in there. |
Perform zero-based budgeting on OpEx every few years to re-rationalize this spend. |
Funding sources and ownership |
4 | IT absorbing unplanned mid-cycle spend due to impact of unknown business actions. |
Implement a show-back mechanism to change behavior or as precursor to limited charge-back. |
Review/approval mechanisms |
8 | CFO is fair and objective with information presented but could demand more evidence. |
Improve business sponsorship/fronting of new initiative business cases and IT partnership. |
Templates and tools |
2 | Finance budget template largely irrelevant and unreflective of IT: only two relevant categories. |
Adjust account buckets over a period of time, starting with SW/HW and cloud breakouts. |
The key to being heard and understood is first to hear and understand the perspective of the people with whom you’re trying to communicate – your stakeholders. This means asking some questions:
The next step of this blueprint shows the perspectives of IT’s key stakeholders and how they’re best able to absorb and accept the important information contained in your IT budget. You will:
There are certain principles, mandates, and priorities that drive your stakeholders; they’ll want to see these reflected in you, your work, and your budget.
What are the CFO’s role and responsibilities?
What’s important to the CFO?
“Often, the CFO sees IT requests as overhead rather than a need. And they hate increasing overhead.”
– Larry Clark, Executive Counselor, Info-Tech Research Group and Former CIO
The CFO carries big responsibilities focused on mitigating organizational risks. It’s not their job to be generous or flexible when so much is at stake. While the CEO appears higher on the organizational chart than the CFO, in many ways the CFO’s accountabilities and responsibilities are on par with, and in some cases greater than, those of the CEO.
Your CFO’s IT budget to-do list: |
Remember to: |
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Potential challenges |
Low trust Poor financial literacy and historical sloppiness among business unit leaders means that a CFO may come into budget conversations with skepticism. This can put them on the offensive and put you on the defensive. You have to prove yourself. |
Competition You’re not the only department the CFO is dealing with. Everyone is competing for their piece of the pie, and some business unit leaders are persistent. A good CFO will stay out of the politics and not be swayed by sweet talk, but it can be an exhausting experience for them. |
Mismatched buckets IT’s spend classes and categories probably won’t match what’s in Finance’s budget template or general ledger. Annual budgeting isn’t the best time to bring this up. Respect Finance’s categories, but plan to tackle permanent changes at a less busy time. |
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Potential opportunities |
Build confidence Engaging in the budgeting process is your best chance to demonstrate your knowledge about the business and your financial acumen. The more that the CFO sees that you get it and are taking it seriously, the more confidence and trust they’ll have in you. |
Educate The CFO will not know as much as you about the role technology could and should play in the organization. Introduce new language around technology focused on capabilities and benefits. This will start to shift the conversation away from costs and toward value. |
Initiate alignment An important governance objective is to change the way IT expenditure is categorized and tracked to better reveal and understand what’s really happening. This process should be done gradually over time, but definitely communicate what you want to do and why. |
What are the CXO’s role and responsibilities?
Like you, the CXO’s job is to help the organization realize its goals and objectives. How each CXO does this is specific to the domain they lead. Variations in roles and responsibilities typically revolve around:
What’s important to the CXO?
Disagreement is common between business-function leaders – they have different primary focus areas, and conflict and misalignment are natural by-products of that fact. It’s also hard to make someone care as much about your priorities as you do. Focus your efforts on sharing and partnering, not converting.
Your CXO’s IT budget to-do list: | Remember to: |
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Potential challenges | Different priorities Other business unit leaders will have bigger concerns than your IT budget. They have their own budget to figure out plus other in-flight issues. The head of sales, for instance, is going to be more concerned with hitting sales goals for this fiscal year than planning for next. | Perceived irrelevance Some business unit leaders may be completely unaware of how they use IT, how much they use, and how they could use it more or differently to improve their performance. They may have a learning curve to tackle before they can start to see your relationship as collaborative. | Bad track record If a business unit has had friction with IT in the past or has historically been underserved, they may be hesitant to let you in, may be married to their own solutions, or perhaps do not know how to express what they need. |
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Potential opportunities | Start collaborating You and other business unit leaders have a lot in common. You all share the objective of helping the organization succeed. Focus in on your shared concerns and how you can make progress on them together before digging into your unique challenges. | Practice perspective taking Be genuinely curious about the business unit, how it works, and how they overcome obstacles. See the organization from their point of view. For now, keep your technologies completely out of the discussion – that will come later on. | Build relationships You only need to solve one problem for a business unit to change how they think of you. Just one. Find that one thing that will make a real difference – ideally small but impactful – and work it into your budget. |
What are the CEO’s role and responsibilities?
What’s important to the CEO?
Unlike the CFO and CXOs, the CEO is responsible for seeing the big picture. That means they’re operating in the realm of big problems and big ideas – they need to stay out of the weeds. IT is just one piece of that big picture, and your problems and ideas are sometimes small in comparison. Use any time you get with them wisely.
Your CEO’s IT budget to-do list: | Remember to: |
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Potential challenges | Lack of interest Your CEO may just not be enthusiastic about technology. For them, IT is strictly a cost center operating on the margins. If they don’t have a strategic vision that includes technology, IT’s budget will always be about efficiency and cost control and not investment. | Deep hierarchy The executive-level CIO role isn’t yet pervasive in every industry. There may be one or more non-IT senior management layers between IT and the office of the CEO, as well as other bureaucratic hurdles, which prohibit your direct access. | Uncertainty What’s happening on the outside will affect what needs to be done on the inside. The CEO has to assess and respond quickly, changing priorities and plans in an instant. An indecisive CEO that’s built an inflexible organization will make it difficult to pivot as needed. |
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Potential opportunities | Grow competency Sometimes, IT just needs to wait it out. The biggest shifts in technology interest often come with an outright change in the organization’s leadership. In the meantime, fine-tune your operational excellence, brush up on business skills, and draft out your best ideas on paper. | Build partnerships Other business-function executives may need to be IT’s voice. Investment proposals may be more compelling coming from them anyway. Behind-the-scenes partnerships and high-profile champions are something you want regardless of your degree of CEO access. | Bake in resilience Regardless of who’s at the helm, systematic investment in agile and flexible solutions that can be readily scaled, decoupled, redeployed, or decommissioned is a good strategy. Use recent crises to help make the strategic case for a more resilient posture. |
The CFO expense view, CXO business view, and CEO innovation view represent IT’s stakeholders. The CIO service view, however, represents you, the IT budget creator. This means that the CIO service view plays a slightly different role in developing your IT budget communications.
An IT team effort… |
A logical starting point |
A supporting view |
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Most budget drafts start with internal IT management discussion. These managers are differentially responsible for apps dev and maintenance, service desk and user support, networks and data center, security, data and analytics, and so forth. |
These common organizational units and their managers tend to represent discrete IT service verticals. This means the CIO service view is a natural structural starting point for your budget-building process. Stakeholder views of your budget will be derived from this first view. |
You probably don’t want to lead your budget presentation with IT’s perspective – it won’t make sense to your stakeholders. Instead, select certain impactful pieces of your view to drop in where they provide valued information and augment the IT budget story. |
Things to bring forward… |
Things to hold back… |
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Materials | Participants |
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Stakeholder |
Relationship status |
Understanding of needs |
Budget changes/additions |
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CFO |
Positive |
Wants at least 30% of budget to be CapEx. Needs more detail concerning benefits and tracking of realization. |
Do more detailed breakouts of CapEx vs. OpEx as 30% CapEx not realistic – pre-meet. Talk to Enterprise PMO about improving project benefits statement template. |
VP of Sales |
Negative |
Only concerned with hitting sales targets. Needs to respond/act quickly based on reliable data. |
Break out sales consumption of IT resources in detail focusing on CRM and SFA tool costs. Propose business intelligence enhancement project. |
Director of Marketing |
Neutral |
Multiple manual processes – would benefit from increased automation of campaign management and social media posting. |
Break out marketing consumption of IT resources and publicly share/compare to generate awareness/support for tech investment. Work together to build ROI statements |
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When IT works well, nobody notices. When it doesn’t, the persistent criticism about IT not delivering value will pop up, translating directly into less funding. Cut this off at the pass with an ongoing communications strategy based on facts, transparency, and perspective taking.
Identify all the communication channels you can leverage including meetings, committees, reporting cycles, and bulletins. Set up new channels if they don’t exist.
Nothing’s better than having a team of supporters when pitch day comes. Quietly get them on board early and be direct about the role each of you will play.
Have information and materials about proposed initiatives at-the-ready. You never know when you’ll get your chance. But if your facts are still fuzzy, do more homework first.
Talking about IT all the time will turn people off. Plan chats that don’t mention IT at all. Ask questions about their world and really listen. Empathy’s a powerful tool.
Describe what you will be doing and how it will benefit the business in language that makes sense to the beneficiaries of the initiative.
Carry the same narrative forward through to the end and tell the whole story. Include comments from stakeholders and beneficiaries about the value they’re receiving.
A partner is an influencer, advocate, or beneficiary of the expenditure or investment you’re proposing. Partners can:
When partners agree to pitch or fund an initiative, IT can lose control of it. Make sure you set specific expectations about what IT will help with or do on an ongoing basis, such as:
A collaborative approach tends to result in a higher level of commitment than a selling approach.
Put yourself in their shoes using their language. Asking “How will this affect you?” focuses on what’s in it for them.
Example:
CIO: “We’re thinking of investing in technology that marketing can use to automate posting content to social media. Is that something you could use?”
CMO: “Yes, we currently pay two employees to post on Facebook and Twitter, so if it could make that more efficient, then there would be cost savings there.”
An approver is the CFO, CEO, board, council, or committee that formally commits funding support to a program or initiative. Approvers can:
When approvers cool to an idea, it’s hard to warm them up again. Gradually socializing an idea well in advance of the formal pitch gives you the chance to isolate and address those cooling factors while they’re still minor. Things you can address if you get an early start with future approvers include:
Blindsiding approvers with a major request at a budget presentation could trigger an emotional response, not the rational and objective one you want.
Make approvers part of the solution by soliciting their advice and setting their expectations well in advance.
Example:
CIO: “The underwriting team and I think there’s a way to cut new policyholder approval turnaround from 8 to 10 days down to 3 or 4 using an online intake form. Do you see any obstacles?”
CFO: “How do the agents feel about it? They submit to underwriting differently and might not want to change. They’d all need to agree on it. Exactly how does this impact sales?”
1 hour
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CFO | One-on-one meeting | Monthly | IT expenditure updates and tracking toward budgeted amount. | Increase one-on-one meeting to weekly. Alternate focus – retrospective update one week, future-looking case development the next. Invite one business unit head to future-looking sessions to discuss their IT needs. |
VP of Sales | Executive meeting | Quarterly | General business update - dominates. | Set up bi-weekly one-on-one meeting – initially focus on what sales does/needs, not tech. Later, when the relationship has stabilized, bring data that shows Sales’ consumption of IT resources. |
Director of Marketing | Executive meeting | Quarterly | General business update - quiet. | Set up monthly one-on-one meeting. Temporarily embed BA to better discover/understand staff processes and needs. |
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You should now have a deeper understanding of the what, why, and who of your IT budget. These elements are foundational to streamlining the budget process, getting aligned with peers and the executive, and increasing your chances of winning budgetary approval in the end.
In this phase, you have:
“Many departments have mostly labor for their costs. They’re not buying a million and a half or two million dollars’ worth of software every year or fixing things that break. They don’t share IT’s operations mindset and I think they get frustrated.”
– Matt Johnson, IT Director Governance and Business Solutions, Milwaukee County
Lay Your | Get Into Budget-Starting Position | Develop Your | Build Your | Create and Deliver Your Presentation |
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1.1 Understand what your budget is 1.2 Know your stakeholders 1.3 Continuously pre-sell your budget | 2.1 Assemble your resources 2.2 Understand the four views of the ITFM Cost Model 2.3 Review last year’s budget vs. 2.4 Set your high-level goals | 3.1 Develop assumptions and 3.2 Forecast your project CapEx 3.3 Forecast your non-project CapEx and OpEx | 4.1 Aggregate your numbers 4.2 Stress test your forecasts 4.3 Challenge and perfect your | 5.1 Plan your content 5.2 Build your presentation 5.3 Present to stakeholders 5.4 Make final adjustments and submit your IT budget |
This phase will walk you through the following activities:
This phase involves the following participants:
This phase is about clarifying your context and defining your boundaries.
“A lot of the preparation is education for our IT managers so that they understand what’s in their budgets and all the moving parts. They can actually help you keep it within bounds.”
– Trisha Goya, Director, IT Governance & Administration, Hawaii Medical Service Association
In addition to your CFO, CXOs, and CEO, there are other people who will provide important information, insight, and skill in identifying IT budget priorities and costs.
Role |
Skill set |
Responsibilities |
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IT Finance Lead |
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IT finance personnel will guide the building of cost forecasting methodologies for operating and capital costs, help manage IT cash flows, help identify cost reduction options, and work directly with the finance department to ensure they get what they need. |
IT Domain Managers |
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They will be active participants in budgeting for their specific domains, act as a second set of eyes, assist with and manage their domain budgets, and engage with stakeholders. |
Project Managers |
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Project managers will assist in capital and operational forecasting and will review project budgets to ensure accuracy. They will also assist in forecasting the operational impacts of capital projects. |
As the head of IT, your role is as the budgeting team lead. You understand both the business and IT strategies, and have relationships with key business partners. Your primary responsibilities are to guide and approve all budget components and act as a liaison between finance, business units, and IT.
Your responsibilities and accountabilities.
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Goals and requirements.
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Budgeting fundamentals.
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Their responsibilities and accountabilities.
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Timeframes and deadlines.
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Available resources.
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2 hours
Download the IT Cost Forecasting and Budgeting Workbook
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Each of the four views breaks down IT costs into a different array of categories so you and your stakeholders can see expenditure in a way that’s meaningful for them.
You may decide not to use all four views based on your goals, audience, and available time. However, let’s start with how you can use the first two views, the CFO expense view and the CIO service view.
The CFO expense view is fairly traditional – workforce and vendor. However, Info-Tech’s approach breaks down the vendor software and hardware buckets into on-premises and cloud. Making this distinction is increasingly critical given key differences in CapEx vs. OpEx treatment. Forecasting this view is mandatory |
These two views provide information that will help you optimize IT costs. They’re designed to allow the CFO and CIO to find a common language that will allow them to collaboratively make decisions about managing IT expenditure effectively. |
The CIO service view is your view, i.e. it’s how IT tends to organize and manage itself and is often the logical starting point for expenditure planning and analysis. Sub-categories in this view, such as security and data & BI, can also resonate strongly with business stakeholders and their priorities. Forecasting this view is recommended |
Some views take a bit more work to map out, but they can be powerful tools for communicating the value of IT to the business. Let’s look at the last two views, the CXO business view and the CEO innovation view.
The CXO business view looks at IT expenditure business unit by business unit so that each can understand their true consumption of IT resources. This view relies on having a fair and reliable cost allocation formula, such as one based on relative headcount, so it runs the risk of inaccuracy. Forecasting this view is recommended | These two views provide information that will help you optimize IT support to the business. These views also have a collaborative goal in mind, enabling IT to talk about IT spend in terms that will promote transparency and engage business stakeholders. | The CEO innovation view is one of the hardest to analyze and forecast since a single spend item may apply to innovation, growth, and keeping the lights on. However, if you have an audience with the CEO and they want IT to play a more strategic or innovative role, then this view is worth mapping. Forecasting this view is optional |
30 minutes
The IT Cost Forecasting and Budgeting Workbook contains standalone sections for each view, as well as rows for each lowest-tier sub-category in a view, so each view can be analyzed and forecasted independently.
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Ensure you have the following data and information available to you and your budgeting team before diving in:
Past data
Current data
Future data
If you’re just getting started building a repeatable budgeting process, treat it like any other project, complete with a formal plan/ charter and a central repository for all related data, information, and in-progress and final documents.
Once you’ve identified a repeatable approach that works for you, transition the budgeting project to a regular operational process complete with policies, procedures, and tools.
But first, some quick definitions:
For last fiscal year, pinpoint the following metrics and information:
Budgeted and actual IT expenditure overall and by major cost category. Categories will include workforce (employees/contractors) and vendors (hardware, software, contracted services) at a minimum. |
Actual IT expenditure as a percentage of organizational revenue. This is a widely-used benchmark that your CFO will expect to see. |
The known and likely drivers behind budgeted vs. actual variances. Your rationales will affect your perceived credibility. Be straightforward, avoid defending or making excuses, and just show the facts. Ask your CFO what they consider acceptable variance thresholds for different cost categories to guide your variance analysis, such as 1% for overall IT expenditure. |
Actual IT CapEx and OpEx. CapEx is often more variable than OpEx over time. Separate them so you can see the real trends for each. Consider:
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For the previous five fiscal years, focus on the following:
Actual IT expenditure as a percentage of organizational revenue.
Again, for historical years 2-5, you can break this down into granular cost categories like workforce, software, and infrastructure like you did for last fiscal year. Avoid getting bogged down and focusing on the past – you ultimately want to redirect stakeholders to the future.
Percentage expenditure increase/decrease year to year.
You may choose to show overall IT expenditure amounts, breakdowns by CapEx and OpEx, as well as high-level cost categories.
As you go back in time, some data may not be available to you, may be unreliable or incomplete, or employ the same cost categories you’re using today. Use your judgement on the level of granularity you want to and can apply when going back two to five years in the past.
So, what’s the trend? Consider these questions:
Your CFO will look for evidence that you’re gaining efficiencies by controlling costs, which is often a prerequisite for them approving any new funding requests.
Your objective here is threefold:
This step is about establishing credibility, demonstrating IT value, building trust, and showing the CFO you’re on their team.
Do the following:
“Eliminate the things you don’t need. People will give you what you need when you need it if you’re being responsible with what you already have.”
– Angela Hintz, VP of PMO & Integrated Services,
Blue Cross and Blue Shield of Louisiana
8 hours
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Knowing what happened in the past can provide good insights and give you a chance to show stakeholders your money-management track record. However, what stakeholders really care about is “now” and “next”. For them, it’s all about current business context.
Ask these questions about your current context to assess the relevance of your historical trend data:
What’s the state of |
What are the |
What has the business |
What’s the business |
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Some industries are very sensitive to economic cycles, causing wild budget fluctuations year to year. This uncertainty can reduce the volume of spend you automatically carry over one year to the next, making past spend patterns less relevant to your current budgeting effort. |
These can change year to year as well, and often manifest on the CapEx side in the form of strategic projects selected. Since this is so variable, using previous years’ CapEx to determine next fiscal’s CapEx isn’t always useful except in regard to multi-year, ongoing capital projects. |
Do your best to honor mandates. However, if cuts are suggested that could jeopardize core service delivery, tread cautiously, and pick your battles. You may be able to halt new capital spend to generate cuts, but these projects may get approved anyway, with IT expected to make cuts to OpEx. |
If the CFO and others rail against even the most necessary inflation-driven increases, you’ll need to take a conservative approach, focus on cost-saving initiatives, and plan to redirect last year’s expenditures instead of pursuing net-new spend. |
Step back and think about other budget and expenditure goals you have.
Do you want to:
Establish appropriate metrics and targets that will allow you to define success, track progress, and communicate achievement on these higher-level goals.
Check out some example metrics in the table below.
Budgeting metric |
Improvement driver |
Current value |
Future target |
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Percentage of spend directly tied to an organizational goal. |
Better alignment via increased communication and partnership with the business. |
72% |
90% |
Number of changes to budget prior to final acceptance. |
Better accuracy and transparency via use of zero-based budgeting and enhanced stakeholder views. |
8 |
2 |
Percentage variance between budgeted vs. actuals. |
Improved forecasting through better understanding of business plans and in-cycle show-back. |
+4% |
+/-2% |
Percentage of budget approved after first presentation. |
Improved business rationales and direct mapping of expenditure to org priorities. |
76% |
95% |
Percentage of IT-driven project budget approved. |
More rigor around benefits, ROI calculation, and quantifying value delivered. |
80% |
100% |
First things first: Zero-based or incremental for OpEx? |
Set your OpEx targets |
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Incremental budgeting is the addition of a few percentage onto next year’s budget, assuming the previous year’s OpEx is all re-occurring. The percentage often aligns with rates of inflation.
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Zero-based budgeting involves rebuilding your budget from scratch, i.e. zero. It doesn’t assume that any of last year’s costs are recurring or consistent year to year.
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Pick a range of percentage change based on your business context and past spend.
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If cost-cutting or optimization is a priority, then a zero-based approach is the right decision. If doing this every year is too onerous, plan to do it for your OpEx at least every few years to examine what’s actually in there, clean house, and re-set.
A lot of IT CapEx is conceived in business projects, so your proposed expenditure here may not be up to you. Exercise as much influence as you can.
First things first: Is it project CapEx, or “business as usual” CapEx? |
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Project CapEx is tied to one-time strategic projects requiring investment in new assets.
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User-driven “business as usual” CapEx manifests via changes (often increases) in organizational headcount due to growth.
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Network/data center-driven “business-as-usual” CapEx is about core infrastructure maintenance.
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Unanticipated hiring and the need to buy end-user hardware is cited as a top cause of budget grief by IT leaders – get ahead of this. Project CapEx, however, is usually determined via business-based capital project approval mechanisms well in advance. And don’t forget to factor in pre-established capital asset depreciation amounts generated by all the above!
8 hours
Download the IT Cost Forecasting and Budgeting Workbook
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Now you’re ready to do the deep dive into forecasting your IT budget for next year.
In this phase, you clarified your business context and defined your budgetary goals, including:
“We only have one dollar but five things. Help us understand how to spend that dollar.”
– Trisha Goya, Director, IT Governance & Administration, Hawaii Medical Service Association
Lay Your | Get Into Budget-Starting Position | Develop Your | Build Your | Create and Deliver Your Presentation |
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1.1 Understand what your budget is 1.2 Know your stakeholders 1.3 Continuously pre-sell your budget | 2.1 Assemble your resources 2.2 Understand the four views of the ITFM Cost Model 2.3 Review last year’s budget vs. 2.4 Set your high-level goals | 3.1 Develop assumptions and 3.2 Forecast your project CapEx 3.3 Forecast your non-project CapEx and OpEx | 4.1 Aggregate your numbers 4.2 Stress test your forecasts 4.3 Challenge and perfect your | 5.1 Plan your content 5.2 Build your presentation 5.3 Present to stakeholders 5.4 Make final adjustments and submit your IT budget |
This phase will walk you through the following activities:
This phase involves the following participants:
This phase focuses on putting real numbers on paper based on the research and data you’ve collected. Here, you will:
“Our April forecast is what really sets the bar for what our increase is going to be next fiscal year. We realized that we couldn’t change it later, so we needed to do more upfront to get that forecast right.
If we know that IT projects have been delayed, if we know we pulled some things forward, if we know that a project isn’t starting until next year, let’s be really clear on those things so that we’re starting from a better forecast because that’s the basis of deciding two percent, three percent, whatever it’s going to be.”
– Kristen Thurber, IT Director, Office of the CIO, Donaldson Company
Assumptions are things you hold to be true. They may not actually be true, but they are your logical foundation and must be shared with stakeholders so they can follow your thinking.
Start with understanding your constraints. These are either negotiable (adjustable) or non-negotiable (non-adjustable). However, what is non-negotiable for IT may be negotiable for the organization as a whole, such as its strategic objectives. Consider each of the constraints below, determine how it relates to IT expenditure options, and decide if it’s ultimately negotiable or non-negotiable.
Organizational |
Legal and Regulatory |
IT/Other |
Example: |
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You’re in year one of a three-year vendor contract. All contracts are negotiable, but this one isn’t for two years. This contact should be considered a non-negotiable for current budget-planning purposes. |
Identifying your negotiable and non-negotiable constraints is about knowing what levers you can pull. Government entities have more non-negotiable constraints than private companies, which means IT and the organization as a whole have fewer budgetary levers to pull and a lot less flexibility.
An un-pullable lever and a pullable lever (and how much you can pull it) have one important thing in common – they are all fundamental assumptions that influence your decisions.
My current employees will still be here 18 months from now. |
My current vendors aren’t going to discontinue the products we have. |
My organization’s executive team will be the same 18 months from now. | My current key vendors will be around for years to come. |
My organization’s departments, divisions, and general structure will be the same 18 months from now. |
IT has to be an innovation leader. |
We won’t be involved in any merger/acquisition activity next fiscal year. |
IT has always played the same role here and that won’t change. |
There won’t be a major natural disaster that takes us offline for days or even weeks. |
We must move everything we can to the cloud. |
We won’t be launching any new products or services next fiscal year. |
Most of our IT expenditure has to be CapEx, as usual. |
You won’t put some of these assumptions into your final budget presentation. It’s simply worthwhile knowing what they are so you can challenge them when forecasting.
Now it’s time to outline your primary scenario.
A note on probability…
What could or will be your organization’s new current state at the end of next fiscal year?
Primary scenario approval can be helped by putting that scenario alongside alternatives that are less attractive due to their cost, priority, or feasibility. Alternative scenarios are created by manipulating or eliminating your negotiable constraints or treating specific unknowns as knowns. Here are some common alternative scenarios.
The high-cost scenario: Assumes very positive economic prospects. Characterized by more of everything – people and skills, new or more sophisticated technologies, projects, growth, and innovation. Remember to consider the long-term impact on OpEx that higher capital spend may bring in subsequent years.
Target 10-20% more expenditure than your primary scenario
The low-cost scenario: Assumes negative economic prospects or cost-control objectives. Characterized by less of everything, specifically capital project investment, other CapEx, and OpEx. Must assume that business service-level expectations will be down-graded and other sacrifices will be made.
Target 5-15% less expenditure than your primary scenario
The dark horse scenario: This is a more radical proposition that challenges the status quo. For example, what would the budget look like if all data specialists in the organization were centralized under IT? What if IT ran the corporate PMO? What if the entire IT function was 100% outsourced?
No specific target
INDUSTRY: Manufacturing
SOURCE: Anonymous
A manufacturing IT Director gets budgetary approval by showing what the business would have to sacrifice to get the cheap option.
Challenge |
Solution |
Results |
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A manufacturing business had been cutting costs endlessly across the organization, but specifically in IT. IT was down to the bone. The IT Director had already been doing zero-based budgeting to rationalize all expenditure, stretching asset lifecycles as long as possible, and letting maintenance work slide. There were no obvious options left to reduce costs based on what the business wanted to do. |
The IT Director got creative. He put together three complete budgets:
In the budget presentation, he led with the “super cheap” budget where IT was 100% outsourced. |
He proceeded to review the things they wouldn’t have under the extreme outsourced scenario, including the losses in service levels that would be necessary to make it happen. The executive was shocked by what the IT Director showed them. The executive immediately approved the IT Director’s preferred budget. He was able to defend the best budget for the business by showing them what they stood to lose. |
2 hours
Download the IT Cost Forecasting and Budgeting Workbook
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Traditional, binary “CapEx vs. OpEx” distinctions don’t seem adequate for showing where expenditure is really going. We’ve added a new facet to help further differentiate one-time project costs from recurring “business as usual” expenses.
Project CapEx
Includes all workforce and vendor costs associated with planning and execution of projects largely focused on the acquisition or creation of new capital assets.
Non-project CapEx
Includes “business as usual” capital asset acquisition in the interest of managing, maintaining, or supporting ongoing performance of existing infrastructure or services, such as replacement network equipment, end-user hardware (e.g. laptops), or disaster recovery/business continuity redundancies. Also includes ongoing asset depreciation amounts.
Non-project OpEx
Includes all recurring, non-CapEx “business as usual” costs such as labor compensation and training, cloud-based software fees, outsourcing costs, managed services fees, subscriptions, and other discretionary spend.
Depreciation is technically CapEx. However, for practical purposes, most organizations list it under OpEx, which can cause it to get lost in the noise. Here, depreciation is under non-project CapEx to keep its true CapEx nature visible and in the company of other “business as usual” capital purchases that will ultimately join the depreciation ranks.
This process can be simple as far as overall budget forecasting is concerned. If it isn’t simple now, plan to make it simpler next time around.
What to expect…
Key forecasting principles…
Develop rigorous business cases
Secure funding approval well in advance
Tie back costs benefitting business units
Consider the longer-term OpEx impact
For more information about putting together sound business cases for different projects and circumstances, see the following Info-Tech blueprints:
Build a Comprehensive Business Case
Tip #1: Don’t surprise your approvers. Springing a capital project on approvers at your formal presentation isn’t a good idea and stands a good chance of rejection, so do whatever you can to lock these costs down well in advance.
Tip #2: Project costs should be entirely comprised of CapEx if possible. Keep in mind that some of these costs will convert to depreciated non-project CapEx and non-project OpEx as they transition from project costs to ongoing “business as usual” costs, usually in the fiscal year following the year of expenditure. Creating projections for the longer-term impacts of these project CapEx costs on future types of expenditure is a good idea. Remember that a one-time project is not the same thing as a one-time cost.
Tip #3: Capitalize any employee labor costs on capital projects. This ensures the true costs of projects are not underestimated and that operational staff aren’t being used for free at the expense of their regular duties.
Tip #4: Capitalizing cloud costs in year one of a formal implementation project is usually acceptable. It’s possible to continue treating cloud costs as CapEx with some vendors via something called reserved instances, but organizations report that this is a lot of work to set up. In the end, most capitalized cloud will convert into non-project OpEx in years two and beyond.
Tip #5: Build in some leeway. By the time a project is initiated, circumstances may have changed dramatically from when it was first pitched and approved, including business priorities and needs, vendor pricing, and skillset availability. Your costing may become completely out of date. It’s a good practice to work within more general cost ranges than with specific numbers, to give you the flexibility to respond and adapt during actual execution.
Time: Depends on size of project portfolio
Download the IT Cost Forecasting and Budgeting Workbook
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What to expect…
Central to the definition of OpEx is the fact that it’s ongoing. It rarely stops, and tends to steadily increase over time due to factors like inflation, rising vendor prices, growing organizational growth, increases in the salary expectations of employees, and other factors.
The only certain ways to reduce OpEx are to convert it to capitalizable expenditure, decrease staffing costs, not pursue cloud technologies, or for the organization to simply not grow. For most organizations, none of these approaches are feasible. Smaller scale efficiencies and optimizations can keep OpEx from running amok, but they won’t change its overall upward trajectory over time. Expect it to increase.
Key forecasting principles…
Focus on optimization and efficiency.
Aim for full spend transparency.
Think about appropriate chargeback options.
Give it the time it deserves.
For more information about how to make the most out of your IT OpEx, see the following Info-Tech blueprints:
Develop Your Cost Optimization Roadmap
Achieve IT Spend & Staffing Transparency
Tip #1: Consider zero-based budgeting. You don’t have to do this every year, but re-rationalizing your OpEx every few years, or a just a segment of it on a rotational basis, will not only help you readily justify the expenditure but also find waste and inefficiencies you didn’t know existed.
Tip #2: Capitalize your employee capital project work. While some organizations aren’t allowed to do this, others who can simply don’t bother. Unfortunately, this act can bloat the OpEx side of the equation substantially. Many regular employees spend a significant amount of their time working on capital projects, but this fact is invisible to the business. This is why the business keeps asking why it takes so many people to run IT.
Tip #3: Break out your cloud vs. on-premises costs. Burying cloud apps costs in a generic software bucket works against any transparency ambitions you may have. If you have anything resembling a cloud strategy, you need to track, report, and plan for these costs separately in order to measure benefits realization. This goes for cloud infrastructure costs, too.
Tip #4: Spend time on your CIO service view forecast. Completing this view counts as a first step toward service-based costing and is a good starting point for setting up an accurate service catalog. If looking for cost reductions, you’ll want to examine your forecasts in this view as there will likely be service-level reductions you’ll need to propose to hit your cost-cutting goals.
Tip #5: Budget with consideration for chargeback. chargeback mechanisms for OpEx can be challenging to manage and have political repercussions, but they do shift accountability back to the business, guarantee that the IT bills get paid, and reduce IT’s OpEx burden. Selectively charging business units for applications that only they use may be a good entry point into chargeback. It may also be as far as you want to go with it. Doing the CXO business view forecast will provide insight into your opportunities here.
These costs are often the smallest percentage of overall expenditure but one of the biggest sources of financial grief for IT.
What to expect…
Key forecasting principles…
Discuss hiring plans with the business.
Pay close attention to your asset lifecycles.
Prepare to advise about depreciation schedules.
Build in contingency for the unexpected.
For more information about ensuring IT isn’t left in the lurch when it comes to non-project CapEx, see the following Info-Tech blueprints:
Tip #1: Top up new hire estimations: Talk to every business unit leader about their concrete hiring plans, not their aspirations. Get a number, increase that number by 25% or 20 FTEs (whichever is less), and use this new number to calculate your end-user non-project CapEx.
Tip #2: Make an arrangement for who’s paying for operational technology (OT) devices and equipment. OT involves specialized devices such as in-the-field sensors, scanners, meters, and other networkable equipment. Historically, operational units have handled this themselves, but this has created security problems and they still rely on IT for support. Sort the financials out now, including whose budget device and equipment purchases appear on, as well as what accommodations IT will need to make in its own budget to support them.
Tip #3: Evaluate cloud infrastructure and managed services. These can dramatically reduce your non-project CapEx, particularly on the network and data center fronts. However, these solutions aren’t necessarily less expensive and will drive up OpEx, so tread cautiously.
Tip #4: Definitely do an inventory. If you haven’t invested in IT asset management, put it on your project and budgetary agenda. You can’t manage what you don’t know you have, so asset discovery should be your first order of business. From there, start gathering asset lifecycle information and build in alerting to aid your spend planning.
Tip #5: Think about retirement: What assets are nearing end of life or the end of their depreciation schedule? What impact is this having on non-project OpEx in terms of maintenance and support? Deciding to retire, replace, or extend an IT operational asset will change your non-project CapEx outlook and will affect costs in other areas.
Tip #6: Create a contingency fund: You need one to deal with surprises and emergencies, so why wait?
A powerful metric to share with business stakeholders is expenditure per employee or FTE. It’s powerful because:
This metric is one of the simplest to calculate. The challenge is in getting your hands on the data in the first place.
Short-term forecasting: |
Long-term forecasting: |
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“It’s a great step in the right direction. We look at – Kristen Thurber, IT Director, Office of the CIO, |
“This approach was much better. We now – Trisha Goya, Director, IT Governance & Administration, |
Time: Depends on size of vendor portfolio and workforce
Download the IT Cost Forecasting and Budgeting Workbook
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INDUSTRY: Insurance
SOURCE: Anonymous
Challenge | Solution | Results |
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In his first run at the annual budgeting process, a new CIO received delivery dates from Finance and spent the next three months building the budget for the next fiscal year. He discovered that the organization had been underinvesting in IT for a long time. There were platforms without support, no accounting for currency exchange rates on purchases, components that had not be upgraded in 16 years, big cybersecurity risks, and 20 critical incidences a month. | In his budget, the CIO requested a 22-24% increase in IT expenditure to deal with the critical gaps, and provided a detailed defense of his proposal But the new CIO’s team and Finance were frustrated with him. He asked his IT finance leader why. She said she didn’t understand what his direction was and why the budgeting process was taking so long – his predecessor did the budget in only two days. He would add up the contracts, add 10% for inflation, and that’s it. | Simply put, the organization hadn’t taken budgeting seriously. By doing it right, the new CIO had inadvertently challenged the status quo. The CIO ended up under-executing his first budget by 12% but is tracking closer to plan this year. Significantly, he’s been able cut critical incidences from 20 down to only 2-3 per month. Some friction persists with the CFO, who sees him as a “big spender,” but he believes that this friction has forced him to be even better. |
The hard math is done. Now it’s time to step back and craft your final proposed budget and its key messages.
This phase focused on developing your forecasts and proposed budget for next fiscal year. It included:
“Ninety percent of your projects will get started but a good 10% will never get off the ground because of capacity or the business changes their mind or other priorities are thrown in. There are always these sorts of challenges that come up.”
– Theresa Hughes, Executive Counselor,
Info-Tech Research Group
and Former IT Executive
Lay Your | Get Into Budget-Starting Position | Develop Your | Build Your | Create and Deliver Your Presentation |
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1.1 Understand what your budget is 1.2 Know your stakeholders 1.3 Continuously pre-sell your budget | 2.1 Assemble your resources 2.2 Understand the four views of the ITFM Cost Model 2.3 Review last year’s budget vs. 2.4 Set your high-level goals | 3.1 Develop assumptions and 3.2 Forecast your project CapEx 3.3 Forecast your non-project CapEx and OpEx | 4.1 Aggregate your numbers 4.2 Stress test your forecasts 4.3 Challenge and perfect your | 5.1 Plan your content 5.2 Build your presentation 5.3 Present to stakeholders 5.4 Make final adjustments and submit your IT budget |
This phase will walk you through the following activities:
This phase involves the following participants:
Triple check your numbers and put the finishing touches on your approval-winning rationales.
This phase is where your analysis and decision making finally come together into a coherent budget proposal. Key steps include:
“We don’t buy servers and licenses because we want to. We buy them because we have to. IT doesn’t need those servers out at our data center provider, network connections, et cetera. Only a fraction of these costs are to support us in the IT department. IT doesn’t have control over these costs because we’re not the consumers.”
– Matt Johnson, IT Director Governance and Business Solutions, Milwaukee County
Rationales build credibility and trust in your business capabilities. They can also help stop the same conversations happening year after year.
Any item in your proposed budget can send you down a rabbit hole if not thoroughly defensible.
You probably won’t need to defend every item, but it’s best to be prepared to do so. Ask yourself:
“Budgets get out of control when one department fails to care for the implications of change within another department's budget. This wastes time, reduces accuracy and causes conflict.”
– Tara Kinney, Atomic Revenue, LLC.
Not all spending serves the same purpose. Some types require deeper or different justifications than others.
For the business, there are two main purposes for spend:
“Approval came down to ROI and the ability to show benefits realization for years one, two, and three through five.”
– Duane Cooney, Executive Counselor, Info-Tech Research Group, and Former Healthcare CIO
Regardless of its ultimate purpose, all expenditure needs statements of assumptions, obstacles, and likelihood of goals being realized behind it.
Rationales aren’t only for capital projects – they can and should be applied to all proposed OpEx and CapEx. Business project rationales tend to drive revenue and the customer experience, demanding ROI calculations. Internal IT-projects and non-project expenditure are often focused on mitigating and managing risk, requiring cost-benefit analysis.
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Non-Project CapEx |
Project CapEx |
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2 hours
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INDUSTRY: Healthcare
SOURCE: Anonymous
Challenge | Solution | Results |
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A senior nursing systems director needed the CIO’s help. She wanted to get a project off the ground, but it wasn’t getting priority or funding. Nurses were burning out. Many were staying one to two hours late per shift to catch up on patient notes. Their EHR platform had two problematic workflows, each taking up to about 15 minutes per nurse per patient to complete. These workflows were complex, of no value, and just not getting done. She needed a few million dollars to make the fix. | The CIO worked with the director to do the math. In only a few hours, they realized that the savings from rewriting the workflows would allow them to hire over 500 full-time nurses. The benefits realized would not only help reduce nurse workload and generate savings, but also increase the amount of time spent with patients and number of patients seen overall. They redid the math several times to ensure they were right. | The senior nursing systems director presented to her peers and leadership, and eventually to the Board of Directors. The Board immediately saw the benefits and promoted the project to first on the list ahead of all other projects. This collaborative approach to generating project benefits statements helped the CIO gain trust and pave the way for future budgets. |
First, recall what budgets are really about.
The completeness, accuracy, and granularity of your numbers and thorough ROI calculations for projects are essential. They will serve you well in getting the CFO’s attention. However, the numbers will only get you halfway there. Despite what some people think, the work in setting a budget is more about the what, how, and why – that is, the rationale – than about the how much.
Next, revisit Phase 1 of this blueprint and review:
Then, look at each component of your proposed budget through each of these three rationale-building lenses.
Business goals
What are the organization’s strategic priorities?
Governance culture
How constrained is the decision-making process?
Feasibility
Can we make it happen?
Business goals What are the organization’s strategic priorities? |
Context This is all about external factors, namely the broader economic, political, and industry contexts in which the organization operates. |
Lifecycle position The stage the organization is at in terms of growth, stability, or decline will drive decisions, priorities, and the ability to spend or invest. |
Opportunities Context and lifecycle position determine opportunities, which are often defined in terms of potential cost savings |
Tie every element in your proposed budget to an organizational goal. |
Non-project OpEx
|
Non-project CapEx
|
Project CapEx
|
Governance Culture How rigorous/ constrained |
Risk tolerance This is the organization’s willingness to be flexible, take chances, make change, and innovate. It is often driven by legal and regulatory mandates. |
Control Control manifests in the number and nature of rules and how authority and accountability are centralized or distributed in the organization. |
Speed to action How quickly decisions are made and executed upon is determined by the amount of consultation and number of approval steps. |
Ensure all parts of your proposed budget align with what’s tolerated and allowed. |
Non-project OpEx
| Non-project CapEx
| Project CapEx
|
Feasibility Can we do it, and what sacrifices will we have to make? |
Funding The ultimate determinant of feasibility is the availability, quantity, and reliability of funding next fiscal year and over the long term to support investment. |
Capabilities Success hinges on both the availability and accessibility of required skills and knowledge to execute on a spend plan in the required timeframe. |
Risk Risk is not just about obstacles to success and what could happen if you do something – it’s also about what could happen if you do nothing at all. |
Vet every part of your proposed budget to ensure what you’re asking for is both realistic and possible. |
Non-project OpEx
| Non-project CapEx
| Project CapEx
|
Detailed data and information checklist:
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High-level rationale checklist:
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For more on creating detailed business cases for projects and investments, see Info-Tech’s comprehensive blueprint, Build a Comprehensive Business Case.
2 hours
Download the IT Cost Forecasting and Budgeting Workbook
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This phase is where everything came together into a coherent budget proposal. You were able to:
“Current OpEx is about supporting and aligning with past business strategies. That’s alignment. If the business wants to give up on those past business strategies, that’s up to them.”
– Darin Stahl, Distinguished Analyst and Research Fellow, Info-Tech Research Group
Lay Your | Get Into Budget-Starting Position | Develop Your | Build Your | Create and Deliver Your Presentation |
---|---|---|---|---|
1.1 Understand what your budget is 1.2 Know your stakeholders 1.3 Continuously pre-sell your budget | 2.1 Assemble your resources 2.2 Understand the four views of the ITFM Cost Model 2.3 Review last year’s budget vs. 2.4 Set your high-level goals | 3.1 Develop assumptions and 3.2 Forecast your project CapEx 3.3 Forecast your non-project CapEx and OpEx | 4.1 Aggregate your numbers 4.2 Stress test your forecasts 4.3 Challenge and perfect your | 5.1 Plan your content 5.2 Build your presentation 5.3 Present to stakeholders 5.4 Make final adjustments and submit your IT budget |
This phase will walk you through the following activities:
This phase involves the following participants:
This phase focuses on developing your final proposed budget presentation for delivery to your various stakeholders. Here you will:
“I could have put the numbers together in a week. The process of talking through what the divisions need and spending time with them is more time consuming than the budget itself.”
– Jay Gnuse, IT Director, Chief Industries
Mandatory: Just about every CFO or approving body will expect to see this information. Often high level in nature, it includes:
|
Recommended: This information builds on the mandatory elements, providing more depth and detail. Inclusion of recommended content depends on:
|
Optional: This is very detailed information that provides alternative views and serves as reinforcement of your key messages. Consider including it if:
|
Deciding what to include or exclude depends 100% on your target audience. What will fulfill their basic information needs as well as increase their engagement in IT financial issues?
These represent the contextual framework for your proposal and explain why you made the decisions you did.
Stating your assumptions and presenting at least two alternative scenarios helps in the following ways:
Your assumptions and alternative scenarios may not appear back-to-back in your presentation, yet they’re intimately connected in that every unique scenario is based on adjustments to your core assumptions. These tweaks – and the resulting scenarios – reflect the different degrees of probability that a variable is likely to land on a certain value (i.e. an alternative assumption).
Your primary scenario is the one you believe is most likely to happen and is represented by the complete budget you’re recommending and presenting.
Target timeframe for presentation: 2 minutes
Key objectives: Setting context, demonstrating breadth of thought.
Potential content for section:
“Things get cut when the business
doesn’t know what something is,
doesn’t recognize it, doesn’t understand it. There needs to be an education.”
– Angie Reynolds, Principal Research Director, ITFM Practice,
Info-Tech Research Group,
See Tabs “Planning Variables” and 9, “Alternative Scenarios” in your IT Cost Forecasting and Budgeting Workbook for these outputs.
Core assumptions |
Primary target scenario |
Alternative scenarios |
Full alternative scenario budgets |
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List |
Slide |
Slide |
Budget |
Mandatory: This is a listing of both internal and external factors that are most likely to affect the challenges and opportunities your organization will have and how it can and will operate. This includes negotiable and non-negotiable internal and external constraints, stated priorities, and the expression of known risk factors. |
Mandatory: Emanating from your core assumptions, this scenario is a high-level statement of goals, initial budget targets, and proposed budget based on your core assumptions. |
Recommended: Two alternatives are typical, with one higher spend and one lower spend than your target. The state of the economy and funding availability are the assumptions usually tweaked. More radical scenarios, like the cost and implications of completely outsourcing IT, can also be explored. |
Optional: This is a lot of work, but some IT leaders do it if an alternative scenario is a strong contender or is necessary to show that a proposed direction from the business is costly or not feasible. |
This retrospective on IT expenditure is important for three reasons:
You probably won’t have a lot of time for this section, so everything you select to share should pack a punch and perform double duty by introducing concepts you’ll need your stakeholders to have internalized when you present next year’s budget details.
Target timeframe for presentation: 7 minutes
Key objectives: Definitions, alignment, expectations-setting.
Potential content for section:
“If they don’t know the consequences of their actions, how are they ever going to change their actions?”
– Angela Hintz, VP of PMO & Integrated Services,
Blue Cross and Blue Shield of Louisiana
See Tabs 1 “Historical Events & Projects,” 3 “Historical Analysis,” and 6 “Vendor Worksheet” in your IT Cost Forecasting and Budgeting Workbook for these outputs.
Total budgeted vs. total actuals | Graph | Mandatory: Demonstrates the variance between what you budgeted for last year and what was actually spent. Explaining causes of variance is key. |
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l actuals by expenditure type | Graph | Mandatory: Provides a comparative breakdown of last year’s expenditure by non-project OpEx, non-project CapEx, and project CapEx. This offers an opportunity to explain different types of IT expenditure and why they’re the relative size they are. |
Major capital projects completed | List | Mandatory: Illustrates progress made toward strategically important objectives. |
Top vendors | List | Recommended: A list of vendors that incurred the highest costs, including their relative portion of overall expenditure. These are usually business software vendors, i.e. tools your stakeholders use every day. The number of vendors shown is up to you. |
See Tab 1, “Historical Events & Projects” in your IT Cost Forecasting and Budgeting Workbook for these outputs.
Cost drivers | List | Mandatory: A list of major events, circumstances, business decisions, or non-negotiable factors that necessitated expenditure. Be sure to focus on the unplanned or unexpected situations that caused upward variance. |
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Savings drivers | List | Mandatory: A list of key initiatives pursued, or circumstances that resulted in efficiencies or savings. Include any deferred or canceled projects. |
Also calculate and list the magnitude of costs incurred or savings realized in hard financial terms so that the full impact of these events is truly understood by your stakeholders.
“What is that ongoing cost?
If we brought in a new platform, what
does that do to our operating costs?”
– Kristen Thurber, IT Director, Office of the CIO, Donaldson Company
See Tab 3 “Historical Analysis” in your IT Cost Forecasting and Budgeting Workbook for these outputs.
IT actual expenditure |
Graph |
Mandatory: This is crucial for showing overall IT expenditure patterns, particularly percentage changes up or down year to year, and what the drivers of those changes were. |
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IT actuals as a % of organizational revenue |
Graph |
Mandatory: You need to set the stage for the proposed percentage of organizational revenue to come. The CFO will be looking for consistency and an overall decreasing pattern over time. |
IT expenditure per FTE year over year |
Graph |
Optional: This can be a powerful metric as it’s simple and easily to understand. |
The historical analysis you can do is endless. You can generate many more cuts of the data or go back even further – it’s up to you.
Keep in mind that you won’t have a lot of time during your presentation, so stick to the high-level, high-impact graphs that demonstrate overarching trends or themes.
See Tab 3 “Historical Analysis” in your IT Cost Forecasting and Budgeting Workbook for these outputs.
Budgeted vs. actuals CFO expense view | Graph | Mandatory: Showing different types of workforce expenditure compared to different types of vendor expenditure will be important to the CFO. |
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Budgeted vs. actuals CIO services view | Graph | Optional: Showing the expenditure of some IT services will clarify the true total costs of delivering and supporting these services if misunderstandings exist. |
Budgeted vs. actuals CXO business view | Graph | Optional: A good way to show true consumption levels and the relative IT haves and have-nots. Potentially political, so consider sharing one-on-one with relevant business unit leaders instead of doing a big public reveal. |
Budgeted vs. actual CEO innovation view | Graph | Optional: Clarifies how much the organization is investing in innovation or growth versus keeping the lights on. Of most interest to the CEO and possibly the CFO, and good for starting conversations about how well funding is aligned with strategic directions. |
30 minutes
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Build a logical bridge between what happened in the past to what’s coming up next year using a comparative approach and feature major highlights.
This transitional phase between the past and the future is important for the following reasons:
Consider this the essential core of your presentation – this is the key message and what your audience came to hear.
Target timeframe for presentation: 10 minutes
Key objectives: Transition, reveal proposed budget.
Potential content for section:
“The companies...that invest the most in IT aren’t necessarily the best performers.
On average, the most successful small and medium companies are more frugal when it comes to
company spend on IT (as long as they do it judiciously).”
– Source: Techvera, 2023
See Tab 8, “Proposed Budget Analysis” in your IT Cost Forecasting and Budgeting Workbook for these outputs.
Last year’s total actuals vs. next year’s total forecast | Proposed budget in context: Year-over-year expenditure | Last year’s actuals vs. next year’s proposed by expenditure type | Last year’s expenditure per FTE vs. next year’s proposed |
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Graph | Graph | Graph | Graph |
Mandatory: This is the most important graph for connecting the past with the future and is also the first meaningful view your audience will have of your proposed budget for next year. | Mandatory: Here, you will continue the long-term view introduced in your historical data by adding on next year’s projections to your existing five-year historical trend. The percentage change from last year to next year will be the focus. | Recommended: A double-comparative breakdown of last year vs. next year by non-project OpEx, non-project CapEx, and project CapEx illustrates where major events, decisions, and changes are having their impact. | Optional: This graph is particularly useful in demonstrating the success of cost-control if the actual proposed budget is higher that the previous year but the IT cost per employee has gone down. |
See Tab 5, “Project CapEx Forecast” in your IT Cost Forecasting and Budgeting Workbook for the data and information to create these outputs.
Major project profile | Slide | Mandatory: Focus on projects for which funding is already committed and lean toward those that are strategic or clearly support business goal attainment. How many you profile is up to you, but three to five is suggested. |
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Minor project overview | List | Optional: List other projects on IT’s agenda to communicate the scope of IT’s project-related responsibilities and required expenditure to be successful. Include in-progress projects that will be completed next year and net-new projects on the roster. |
You can’t profile every project on the list, but it’s important that your stakeholders see their priorities clearly reflected in your budget; projects are the best way to do this.
If you’ve successfully pre-sold your budget and partnered with business-unit leaders to define IT initiatives, your stakeholders should already be very familiar with the project summaries you put in front of them in your presentation.
30 minutes
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The graphs you select here will be specific to your audience and any particular message you need to send.
This detailed phase of your presentation is important because it allows you to:
Target timeframe for presentation: 7 minutes, but this phase of the presentation may naturally segue into the final Q&A.
Key objectives: Transparency, dialogue, buy-in.
Potential content for section:
“A budget is a quantified version of
your service-level agreements.”
– Darin Stahl, Distinguished Analysis & Research Fellow,
Info-Tech Research Group,
See Tab 8, “Proposed Budget Analysis” in your IT Cost Forecasting and Budgeting Workbook for these outputs.
Proposed budget: Workforce and vendors by expenditure type | Graph | Mandatory: This is the traditional CFO’s view, so definitely show it. The compelling twist here is showing it by expenditure type, i.e. non-project OpEx, non-project CapEx, and project CapEx. |
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Proposed budget: Cloud vs. on-premises vendor expenditure | Graph | Optional: If this is a point of contention or if an active transition to cloud solutions is underway, then show it. |
Top vendors | Graph | Recommended: As with last year’s actuals, showing who the top vendors are slated to be next year speaks volumes to stakeholders about exactly where much of their money is going. |
If you have a diverse audience with diverse interests, be very selective – you don’t want to bore them with things they don’t care about.
See Tab 8, “Proposed Budget Analysis” in your IT Cost Forecasting and Budgeting Workbook for these outputs.
Proposed budget: IT services by expenditure type | Graph | Optional: Business unit leaders will be most interested in the application services. Proposed expenditure on security and data and BI services may be of particular interest given business priorities. Don’t linger on infrastructure spend unless chargeback is in play. |
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Proposed budget: Business units by expenditure type | Graph | Optional: The purpose of this data is to show varying business units where they stand in terms of consumption. It may be more appropriate to show this graph in a one-on-one meeting or other context. |
Proposed budget: Business focus by expenditure type | Graph | Optional: The CEO will care most about this data. If they’re not in the room, then consider bypassing it and discuss it separately with the CFO. |
Inclusion of these graphs really depends on the makeup of your audience. It’s a good decision to show all of them to your CFO at some point before the formal presentation. Consider getting their advice on what to include and exclude.
30 minutes
Download the IT Cost Forecasting and Budgeting Workbook
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Download Info-Tech’s IT Budget Executive Presentation Template
If you prefer, use your own internal presentation standard template instead and Info-Tech’s template as a structural guide.
Regardless of the template you use, Info-Tech recommends the following structure:
Leave the details for the speaker’s notes.
Remember that this is an executive presentation. Use tags, pointers, and very brief sentences in the body of the presentation itself. Avoid walls of text. You want your audience to be listening to your words, not reading a slide.
Speak to everything that represents an increase or decrease of more than 5% or that simply looks odd.
Being transparent is essential. Don’t hide anything. Acknowledge the elephant in the room before your audience does to quickly stop suspicious or doubtful thoughts
Identify causes and rationales.
This is why your numbers are as they are. However, if you’re not 100% sure what all driving factors are, don’t make them up. Also, if the line between cause and effect isn’t straight, craft in advance a very simple way of explaining it that you can offer whenever needed.
Be neutral and objective in your language.
You need to park strong feelings at the door. You’re presenting rational facts and thoroughly vetted recommendations. The best defense is not to be defensive, or even offensive for that matter. You don’t need to argue, plead, or apologize – let your information speak for itself and allow the audience to arrive at their own logical conclusions.
Re-emphasize your core themes to create connections.
If a single strategic project is driving cost increases across multiple cost categories, point it out multiple times if needed to reinforce its importance. If an increase in one area is made possible by a significant offset in another, say so to demonstrate your ongoing commitment to efficiencies. If a single event from last year will continue having cost impacts on several IT services next year, spell this out.
Duration: 2 hours
Note: Refer to your organization’s standards and norms for executive-level presentations and either adapt the Info-Tech template accordingly or use your own.
Download the IT Budget Executive Presentation template
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Some final advice on presenting your proposed budget…
Partner up If something big in your budget is an initiative that’s for a specific business unit, let that business unit’s leader be the face of it and have IT play the role of supporting partner. |
Use your champions Let your advocates know in advance that you’d appreciate hearing their voice during the presentation if you encounter any pushback, or just to reinforce your main messages. |
Focus on the CFO The CFO is the most important stakeholder in the room at the end of the day, even more than the CEO in some cases. Their interests should take priority if you’re pressed for time. |
Avoid judgment Let the numbers speak for themselves. Do point out highlights and areas of interest but hold off on offering emotion-driven opinions. Let your audience draw their own conclusions. |
Solicit questions You do want dialogue. However, keep your answers short and to the point. What does come up in discussion is a good indication of where you’ll need to spend more time in the future. |
The only other thing that can boost your chances is if you’re lucky enough to be scheduled to present between 10:00 and 11:00 on a Thursday morning when people are most agreeable. Beyond that, apply the standard rules of good presentations to optimize your success.
You’ve reached the end of the budget creation and approval process. Now you can refocus on using your budget as a living governance tool.
This phase focused on developing your final proposed budget presentation for delivery to your various stakeholders. Here, you:
“Everyone understands that there’s never enough money. The challenge is prioritizing the right work and funding it.”
– Trisha Goya, Director, IT Governance & Administration, Hawaii Medical Service Association
“Keep that conversation going throughout the year so that at budgeting time no one is surprised…Make sure that you’re telling your story all year long and keep track of that story.”
– Angela Hintz, VP of PMO & Integrated Services,
Blue Cross and Blue Shield of Louisiana
This final section will provide you with:
By following the phases and steps in this blueprint, you have:
What’s next?
Use your approved budget as an ongoing IT financial management governance tool and track your budget process improvement metrics.
If you would like additional support, have our analysts guide you through an Info-Tech full-service engagement or Guided Implementation.
Contact your account representative for more information.
1-888-670-8889
Monica Braun Research Director, ITFM Practice Info-Tech Research Group |
Carol Carr Technical Counselor (Finance) Info-Tech Research Group |
Larry Clark Executive Counselor Info-Tech Research Group |
Duane Cooney Executive Counselor Info-Tech Research Group |
Lynn Fyhrlund Former Chief Information Officer Milwaukee County |
Jay Gnuse Information Technology Director Chief Industries |
Trisha Goya Director, IS Client Services Hawaii Medical Service Association |
Angela Hintz VP of PMO & Integrated Services Blue Cross and Blue Shield of Louisiana |
Rick Hopfer Chief Information Officer Hawaii Medical Service Association |
Theresa Hughes Executive Counselor Info-Tech Research Group |
Dave Kish Practice Lead, IT Financial Management Practice Info-Tech Research Group | Matt Johnson IT Director Governance and Business Solutions Milwaukee County |
Titus Moore Executive Counselor Info-Tech Research Group | Angie Reynolds Principal Research Director, IT Financial Management Practice Info-Tech Research Group |
Mark Roman Managing Partner, Executive Services Info-Tech Research Group | Darin Stahl Distinguished Analyst & Research Fellow Info-Tech Research Group |
Miguel Suarez Head of Technology Seguros Monterrey New York Life | Kristen Thurber IT Director, Office of the CIO Donaldson Company |
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Lafley, A.G. “What Only the CFO Can Do.” Harvard Business Review, May 2009. Accessed 15 Mar. 2009.
Moore, Peter D. “IN THE DIGITAL WORLD, IT should be run as a profit center, not a cost center.” Wild Oak Enterprise, 26 Feb. 2020. Accessed 3 Mar. 2023.
Nordmeyer, Bille. “What Factors Are Going to Influence Your Budgeting Decisions?” bizfluent, 8 May 2019. Accessed 14 Apr. 2023
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Stackpole, Beth. “State of the CIO, 2022: Focus turns to IT fundamentals.” CIO Magazine, 21 Mar. 2022. Accessed 3 Mar. 2023.