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'''ITIL Process''': [[ITIL V3 Service Strategy]] - [[Financial Management]]
'''<span id="Definition">Definition:</span>''' <html><span id="md-webpage-description" itemprop="description">The <i>Financial Analysis</i> contains information on the costs for providing services and provides insight into the profitability of services and customers. It is an important input to the <a href="/index.php/Service_Portfolio_Management" title="ITIL Service Portfolio Management">ITIL Service Portfolio Management process</a>.</span></html>


'''Checklist Category:''' [[ITIL-Checklists#Checklists ITIL V3 Service Strategy|Checklists ITIL V3 Service Strategy]]
'''ITIL Process''': [[ITIL Service Strategy|ITIL Service Strategy]] - [[Financial Management]]


'''Source''': Checklist "Financial Analysis" from the [https://en.it-processmaps.com/products/itil-process-map.html ITIL Process Map V3]
'''ITIL 4 Practice''': Service financial management


'''Checklist Category:''' [[ITIL-Checklists#ITIL_Templates|ITIL Templates]]


<p>&nbsp;</p>
__TOC__


==ITIL Financial Analysis - Contents==


The ''Financial Analysis'' is an important input to the [[Service Portfolio Management|Portfolio Management process]]. It contains information on the costs for providing services and provides insight into the profitability of services and customers.
[[image:Financial-analysis-itil.jpg|link=https://wiki.en.it-processmaps.com/index.php/File:Financial-analysis-itil.jpg|thumb|367px|right|alt=ITIL Financial Analysis|Fig. 1: [[media:Financial-analysis-itil.jpg|ITIL Financial Analysis: Definition and information flow (view full size)]]]]


''The Financial Analysis typically contains the following information:''


'''The Financial Analysis typically contains the following information:'''
<p>&nbsp;</p>


====Service-focused analysis====
# Costs for the provisioning of each service, itemized by cost types (e.g. licenses, material, labor)
## Direct costs (clearly attributable to a specific service)
## Indirect costs (shared among multiple services)
# Trends in the provisioning costs for services
# Variable cost dynamics
## Estimates of how costs will change in the case of
### Increasing service demand
### Decreasing service demand
## Thresholds of service demand which require the service provider to make significant investments
# Service Value Potential (estimate of the price a customer is prepared to pay for the services)
## Competing alternatives and their prices
## Value of the service provider’s comparative advantages (e.g. unique knowledge of the customers’ business processes, security concerns)
## Costs for switching to competing service offerings
# Profitability
## Actual revenues from each service
## Profit margins for each service
# Identification of financially unviable services
## What services are no longer provided efficiently relative to competing offers
## What services are provided to customers at a financial loss?
## What services risk becoming unprofitable because of declining demand?


# Service-focused analysis
====Customer profitability====
## Costs for the provisioning of each service, itemized by cost types (e.g. licenses, material, labor)
# Actual revenues from each customer
### Direct costs (clearly attributable to a specific service)
# Profits from each customer
### Indirect costs (shared among multiple services)
## Trends in the provisioning costs for services
## Variable cost dynamics
### Estimates of how costs will change in the case of
#### Increasing service demand
#### Decreasing service demand
### Thresholds of service demand which require the service provider to make significant investments
## Service Value Potential (estimate of the price a customer is prepared to pay for the services)
### Competing alternatives and their prices
### Value of the service provider’s comparative advantages (e.g. unique knowledge of the customers’ business processes, security concerns)
### Costs for switching to competing service offerings
## Profitability
### Actual revenues from each service
### Profit margins for each service
## Identification of financially unviable services
### What services are no longer provided efficiently relative to competing offers
### What services are provided to customers at a financial loss?
### What service risk becoming unprofitable because of declining demand?
# Customer profitability
## Actual revenues from each customer
## Profits from each customer
# Asset valuation
## Values of tangible service assets (infrastructure components)
## Estimates of the values of intangible assets (e.g. technical expertise, knowledge of the customers’ business processes)
# Actual vs. planned spending: For all items covered in the IT Budget:
## Forecast (planned budget)
## Actual spending on record
## If applicable, gap analysis
# Funding options: Possible savings from leasing/outsourcing technology as opposed to owning it (shifting costs from the CAPEX budget to the OPEX budget)
# Post-Program ROI (Return on Investment) Analysis: Assessment if financial objectives of past investments have been met
## Investment/ project
## Business case
## Budget spent
## Expected benefits
## Realized benefits


====Asset valuation====
# Values of tangible service assets (infrastructure components)
# Estimates of the values of intangible assets (e.g. technical expertise, knowledge of the customers’ business processes)


====Actual vs. planned spending====
For all items covered in the IT Budget:
# Forecast (planned budget)
# Actual spending on record
# If applicable, gap analysis
====Funding options====
Possible savings from leasing/outsourcing technology as opposed to owning it (shifting costs from the CAPEX budget to the OPEX budget).
====Post-Program ROI (Return on Investment) Analysis====
Assessment if financial objectives of past investments have been met.
# Investment/ project
# Business case
# Budget spent
# Expected benefits
# Realized benefits
<p>&nbsp;</p>
==Notes==
<html>Is based on: 'Checklist Financial Analysis' from the <a href="https://en.it-processmaps.com/products/itil-process-map.html" title="The ITIL Process Map" class="external text">ITIL Process Map</a></p>
<p>By:&#160;&#160;Stefan Kempter&#160;<a rel="author" href="https://www.linkedin.com/in/stefankempter"><img style="margin:0px 0px 0px 0px;" src="/images/bookmarking/linkedin.png" width="16" height="16" title="By: Stefan Kempter | Profile on LinkedIn" alt="Author: Stefan Kempter, IT Process Maps GbR" /></a>, IT Process Maps.</p>
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<a itemprop="item" href="https://wiki.en.it-processmaps.com/index.php/Checklist_Financial_Analysis#ITIL_Financial_Analysis_-_Contents"> <span itemprop="name">Financial Analysis: Contents</span></a><meta itemprop="position" content="2" /></span> ›
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<!-- This page is assigned to the following categories: -->
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[[Category:ITIL V3|Financial Analysis]]
[[Category:Checklist (ITIL)|Financial Analysis]]
[[Category:Checklist (ITIL)|Financial Analysis]]
[[Category:Template (ITIL)|Financial Analysis]]
[[Category:Service Strategy|Financial Analysis]]
[[Category:Service Strategy|Financial Analysis]]
[[Category:Financial Management|Financial Analysis]]
[[Category:Financial Management|Financial Analysis]]
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Latest revision as of 12:07, 31 December 2023

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DE - ES - Checklist Financial Analysis - Template Financial Analysis


Definition: The Financial Analysis contains information on the costs for providing services and provides insight into the profitability of services and customers. It is an important input to the ITIL Service Portfolio Management process.

ITIL Process: ITIL Service Strategy - Financial Management

ITIL 4 Practice: Service financial management

Checklist Category: ITIL Templates

 

ITIL Financial Analysis - Contents

ITIL Financial Analysis
Fig. 1: ITIL Financial Analysis: Definition and information flow (view full size)

The Financial Analysis typically contains the following information:

 

Service-focused analysis

  1. Costs for the provisioning of each service, itemized by cost types (e.g. licenses, material, labor)
    1. Direct costs (clearly attributable to a specific service)
    2. Indirect costs (shared among multiple services)
  2. Trends in the provisioning costs for services
  3. Variable cost dynamics
    1. Estimates of how costs will change in the case of
      1. Increasing service demand
      2. Decreasing service demand
    2. Thresholds of service demand which require the service provider to make significant investments
  4. Service Value Potential (estimate of the price a customer is prepared to pay for the services)
    1. Competing alternatives and their prices
    2. Value of the service provider’s comparative advantages (e.g. unique knowledge of the customers’ business processes, security concerns)
    3. Costs for switching to competing service offerings
  5. Profitability
    1. Actual revenues from each service
    2. Profit margins for each service
  6. Identification of financially unviable services
    1. What services are no longer provided efficiently relative to competing offers
    2. What services are provided to customers at a financial loss?
    3. What services risk becoming unprofitable because of declining demand?

Customer profitability

  1. Actual revenues from each customer
  2. Profits from each customer

Asset valuation

  1. Values of tangible service assets (infrastructure components)
  2. Estimates of the values of intangible assets (e.g. technical expertise, knowledge of the customers’ business processes)

Actual vs. planned spending

For all items covered in the IT Budget:

  1. Forecast (planned budget)
  2. Actual spending on record
  3. If applicable, gap analysis

Funding options

Possible savings from leasing/outsourcing technology as opposed to owning it (shifting costs from the CAPEX budget to the OPEX budget).

Post-Program ROI (Return on Investment) Analysis

Assessment if financial objectives of past investments have been met.

  1. Investment/ project
  2. Business case
  3. Budget spent
  4. Expected benefits
  5. Realized benefits

 

Notes

Is based on: 'Checklist Financial Analysis' from the ITIL Process Map

By:  Stefan Kempter , IT Process Maps.

 

Definition › Financial Analysis: Contents › Service-focused analysis › Customer profitability

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