Building a business case for an identity and access management solution – III

Building a business case for an identity and access management solution – III

In the third of our 4 posts on building a business case for an identity and access management solution, we look at defining your goals. To recap, building a business case for an Identity and access management solution should be a 4 stage process:

  1. Performing a needs assessment
  2. Identifying the baseline
  3. Defining your goals
  4. Creating a financial model

Establish Tangible Goals

It can be easy to get bogged down in technical terms and lose sight of the business benefits. The people who make funding decisions are generally business-oriented rather than technology-driven. So while the selection of a particular technology solution may come down to a technical aspect, decisions at the business-case level are made based on what kind of solution the organisation is acquiring, its cost and what its ultimate business value will be.

Make sure you include:

  • Financial goals – costs recouped, reduced or avoided, and where these costs are being saved.
  • Time savings – how much time you can expect your IT and business staff to save from some tasks being automated.
  • Measurements – Put concrete numbers on your goals so you’ll know if you’re on track.
  • Time frames – specify time frames for each phase of the project, with incremental goals.

A second point to remember in setting goals is that they must be clearly measurable. If, for example, you’ve projected that you’re going to save the business £1 million over the next two years, you have to be able to show how you’re going to attach specific measurements related to that goal.

Similarly, if you’ve projected that you’re going to reduce help desk calls for password resets or provisioning requests, you must be able to show how you’re going to measure the reduction.

The final point for goal-setting is to be realistic, which can mean starting small and showing incremental value over time. This allows the project team to establish credibility by not overstating the expected benefits. For example, a project can be broken down into multiple phases, rather than be undertaken all at once.

Successes in the first phase can be used to document and validate the assumptions that drove the project to begin with, establishing that the projected benefits are indeed realistic and attainable. This can help unlock funding for future phases – potentially in far greater amounts than might have otherwise been initially available.

If you would like help putting together your business case for an IAM solution, please contact us.

Taken from the SailPoint White paper, which can be downloaded here.