Business Case
ProjectName:
DateSubmitted:
InstitutionalPrintManagement
13April2015
Customer/sAffected:
Preparedby:
NIUstudents,faculty,staff
BrianThompson/MarisaBenson
INTRODUCTION
Allprojectsthatrequiremorethan1,000personhoursofeffortORhaveanestimatedbudgetgreaterthan$20,000must
beginwithabusinesscase.Thisdocumentisnotthefinaldescriptionofcustomerrequirementsnorthefinalbudgetquote.
Abusinesscaseisahigh-leveldescriptionthataidsgovernancebodies,advisorycouncils,and/orDoITleadershipin
approvingandprioritizingwork.
OVERVIEW
DESCRIPTION
(whatyouwanttodo)
Describewhattheprojectwillaccomplish;highlighttheoverallbusinessgoalorpurpose.
Thisprojectwillredesignandimplementacampus-widemanagedprintsolutionfordepartmentsthatagreetotrackand
managetheirprintoutputfromavarietyofdevices(desktops,laptops,andmobiledevices)toavarietyofdevices(fax
machines,copiers,andprinters).
Theprojectwillbemanagedintwophases:
•
•
Design:Theprojectteamandadditionalcampusresourceswillresearchrequirementsformanagingoutputand
devices,modelsforchargingforoutputandsupplies,enhancementsandwiderdeploymentofelectronicdocument
processingwithOnBase,andthepoliciesandprocessestoimplementdigitalsignatures.Thisphase’sfinaldeliverable
isarecommendationthatwillincludealistofrequiredpoliciesandadescriptionofamanagedsolutionthatalso
includesrecommendationsforatieredsupportmodelandacost/fundingmodel;
Implementation:ThisphasebeginswithdiscussionandapprovaloftherecommendationbyITgovernance
committeesandothercampusapprovalbodies.Thisphaseendswithanimplementationoftheapprovedsolution.
JUSTIFICATION
Statetheproblem,issue,oropportunitytoberesolvedorcreatedbythisproject
(whyyouwanttodoit)
Currently,thereisamixofoptionsforprint/devicemanagement,supportedbydifferentdepartmentswithinNIU.
CurrentManagementOptions
1. HuskiePrints/AnywherePrints:TheHuskiePrintsoffice([email protected])isintheDivisionofIT’s(DoIT’s)Document
ServicesdepartmentandmanagestheAnywherePrintsprogram.BuiltonthePharosprintmanagementsolution
(pharos.com),usersprintfromtheirowndevicetomorethan50multi-functionprint/copy/faxdevices(MFD’s)across
campus(doit.niu.edu/doit/copiers/copier_location.shtml).Usersmaypaywiththeirdepartmentalcreditcards,Huskie
Bucksdebitcardsoracourtesycard.
2. NovelliPrint:DoITalsosupportsmanageddesktopandmobileprintmanagementthroughNovell’siPrintAppliance
(novell.com/products/iprint/).ThissolutionsupportsActiveDirectoryandallowsprintdriverstoberemotelyinstalled
onmanagedWindowsworkstations.Themostrecentupgradeforthesoftwareandappliancewas$10,000.
Approximately.15FTEsupportthissolution’sback-endinfrastructure.
3. DistributedITSupport:Somecolleges,divisions,anddepartmentsmanagetheirownprinters/deviceswithoutusing
theAnywherePrintsortheiPrintoptions.
CurrentDeviceSupportandRepair
1. GordonFlesch(GF)Contract:In2013,GordonFleschCompany,Inc.(gflesch.com)wonanRFPtoprovideprintservices
toNIU.ThiscontractprovidesandsupportsCanonMFD’satnoup-frontcost,thenchargesacostperimage:
$.0322/pageforblack/white;$.045/pageforcolor.
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2.
PrinterSupportandRepair:DoIT’sDesktopSupportteamsupportsHPprintersandmakesabestefforttosupport
non-HPprintersnotalreadycoveredbytheGordonFleschcontract.PrinterrepairservicesareofferedviaService
LevelAgreements(SLAs)betweenDoITandNIUdepartmentswhopayforpartsonly.NIUdepartmentswithoutan
SLAmaycontractwithDoITDesktopSupportforlaborat$40/hourandparts.
3. DistributedITSupport:Somecolleges,divisions,anddepartmentspurchase,supportandrepairtheirown
printers/devices.
CurrentInventoryandEstimatedAnnualCosts:$1,709,922
ToaidNIUinmakingcost-savingsrecommendationsforreducingboththenumberofprintdevicesandthevolumeof
printedpages,DoITaskedGordonFlesch(GF)toundertakeauniversity-wideinventoryofprintdevicesandtheirmeter
readings.Aspartoftheircontract,GFisexpectedtoprovideinsightandrecommendationstoensurethatthebest
solutionsforcampusareoffered.NIUexercisedthisoptionandGFstaffcompletedthisworkatnoadditionalcosttoNIU.
DoITstaffaccompaniedGFstaffduringtheinitialdiscoveryandreviewedthedetailsaseachbuildingwasloggedand
mappedtoensureboththeauthenticityandaccuracyofthedatacollected.DoITalsousedPharostoidentifyboth
networkedandlocally-connectedprinterstoverifymanyofthemappeddevicesandtheirvolumeofoutput.
GF’sFebruary2015reportdocumented3,126devicesin75buildings,butdidnotincludethe~350printerscurrently
managedthroughAnywherePrintsbyGordonFleschforstudentprinting.Ofthese75buildings,afullmappingexercise
wascompletedandverifiedon12buildings(Altgeld,Barsema,Engineering,Founders,Gabel,HolmesStudentCenter,
LatinoCenter,Lowden,SwenParson,Wellness-Literacy,Williston,Wirtz).
Thesetwelvebuildingscontained:
• 901print-imagingdevices:674black/white;227color;
• atleast7differentmanufacturers:Canon,HP,Ricoh,Brother,Samsung,Minolta,andFujitsu;
• averageageofdevices=7.5years;
• amixofnetworked,localandUSB-connectedprinters:asubstantialportionprintedfewerthan100
pages/month;themost-useddeviceprinted32,614pages/month;
• atleast295differentcartridgesinuse,manypurchasedindependentlyofNIUProcurementServices.
Theestimatedannualspendforthese901devicesin12buildingsis$492,630oraroughestimateof$547/device.
• annualdevicecost=(averageunitcost/yearsinservice)xnumberofunits
o Everydevice’smakeandmodelwaslogged,withtheManufacturer’sSuggestedRetailPrice(MSRP)
determinedusingindustrystandards.DevicesrangedinMSRPcostfrom$90to$6629.Theaveragedevice
costisdifferentforeverybuilding,butonaveragetheMSRPisapproximately$650.Withanaverage30%
educationaldiscountapplied,theaverageisapproximately$460.
o ($460/7.5)x901=$55,261/year
• annualblack/whitepagecost(674devices)=annualvolumex.036(industryaveragecostthatincludes
service/parts)
o (629,585pagesx12months)x.036=$271,981/year
• annualcolorpagecost(227devices)=annualvolumex.10(industryaveragecostthatincludesservice/parts)
o (88,066pagesx12months)x.10=$165,388
Multiplyingthetotalnumberof3,126devicesby$547yieldsaroughestimateof$1,709,922inannualprintcostsinNIU’s
75buildings.
PotentialAnnualCostSavings:$700,224(41%savings)
Brandconsolidationofdevices,suppliesandservicecouldrealizeimmediatecostsavingsfordepartmentsduetovolume
purchasesandservicecontracts.ITstaffinbothDoITanddistributeddepartmentscouldalsoleveragecentralized
managementtechniquestoreducetheirtimespentonsupportingalargemixofdevicesandsupplies.
Moreover,expandingourcurrentvendorcontractorrenegotiatingasimilarcontractwithanewvendorcouldyield
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annualsavings.Forexample,expandingthecurrentGordonFleschcontracttothe12mappedbuildingswiththeir901
devicesandcurrentprintvolumewouldcost$290,828/yearoranaverageof$323/device/year.Thisrepresentsasavings
of$255,661/year:
• annualdevicecost=$0
• annualblack/whitepagecost:629,585pagesx12monthsx.0322=$243,272/year
• annualcolorpagecost:88,066pagesx12monthsx.045=$47,556/year
Ifthecurrentvendorratewerecalculatedagainstthetotalof3,126devicesoncampus,thetotalannualspendisroughly
estimatedat$1,009,698,representingatotalannualsavingsaround$700,224/year
GOALS&OBJECTIVES
Describethebusinessoutcomes,highlightinghowtheysupportbusinessneeds.
1. Achievecost-savingsforalluniversityofficesby:
a. reducingthenumberandtypesofprintdevicesandthesubsequentreductioninsupportcostsandsupplies;
b. movingtoelectronicforms/workflowandpaperlessprocesses;
c. replacingunmanagedprintersandcopierswithmanageddevicesthattrackusage(evenifthatusageisnot
chargeddirectlytotheuser)toallowuserstomonitortheirusagelevelsandultimatelyreduceprintvolume.
2. Ensureconvenientaccesstoprintdevicesbyimplementingmonitoringandreportingtoolsthatallowustomore
rapidlydeployanddecommissionprintdeviceswheretheyaremostheavilyused.Thisconveniencecouldbe
measuredandlimitedbywalkingdistancetothenearestmanageddevice.
3. Improvethequalityandreliabilityofprintdevicesbyensuringaccesstodevicesthathavetheabilitytoprint,copy
andscandocumentsathigherspeedsandresolutionsthanareavailablefromconsumer-classinkjetandlaser
printers.
Atahighlevel,identifywhetherthisprojectwilleffectorganizationalchangeinbusiness
ORGANIZATIONALCHANGE
processesorstructureacrosstheenterprise,inaspecificorganization,anexplicitsetof
MANAGEMENT(OCM)
departmentsoralimitednumberofusers(minor)
Identification
Description
Manycampusunitsrelyheavilyonpapercopieswhenprocessingandapprovingrequests
ofvariouskinds.Inordertoachievecost-savingsandsustainabilitymeasures,electronic
ElectronicProcessing
processinganddigitalsignaturesshouldbeinplacewherepossible.Thiswilleffect
changeinseveralbusinessprocessesorjobdutiesandmayrequiretechnicalassistance
insecurelysettingupwebforms,documentimagingworkflows,etc.
Changingtomulti-functionprintdevices(MFDs)willresultinfewerdevicesineach
building.Individualprintersinindividualofficeswouldberetired,exceptasapproved
undertheexceptionpolicytobecreated/approvedbythisproject.Enteringindividual
RemovalofPrintersin
PINcodesontheMFDswillprovidetherequiredsecurityneededtoprintconfidential
IndividualOffices
documentsinamorepublicspace.Thismayresultinamarginalreductionin
convenienceforsomestaff,butthatreducedconveniencewouldnotexceedanagreeduponwalkingdistancetothenearestmanageddevice.
Ifthepurchaseofallprintdevicesandsuppliesbecomessubjecttopolicies,procedures
AdherencetoProcurement
andsafeguardsimplementedbyNIU’sProcurementServices,thenindividualstaffand
StandardsandSafeguards
departmentswillbegivinguptheirdecision-makingautonomyinthisareaandwillalso
losetheconvenienceofpurchasingdevicesandsuppliesdirectlyfromaretailoutlet.
PERFORMANCE
MEASURES
Describeperformancemeasurestogaugewhatwillconstituteprojectsuccessinkeyprocessor
serviceareas.
KeyProcess/Service
PerformanceMeasures
Ascomparedtothefiguresgatheredduringtheinitialmappingexercise,theannualnumberof
bothblack/whiteandcolorpagesprintedinthe12mappedbuildingsdecreasesby≥10%.
90%ofcollegesanddepartmentsthatagreetoimplementthemanagedprintsolutionwilladdat
leastonenewOnBaseformwithin6monthsafterprojectclose.Aspartoftherequestforthe
PrintVolume
ElectronicDocument
Processing
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OnBaseform,theschoolordepartmentwillestimatetheamountofprintvolumetobereduced.
Customer
Satisfaction
PrintDevicesand
Supplies
AFFECTED
SERVICE/S
Service
PrintServices
DesktopSupport
DocumentImaging
ReissuethecustomersurveydeployedinPhase1(seebelow)tocompareinitialconcernswith
outcomes6monthsafterprojectclose.Anoverallpositiveresponsewillindicateprojectsuccess.
Are-mapofthe12initially-mappedbuildingswillshowadecreaseinnumbersofprintdevices
andadecreaseinnumberandtypesoftonercartridges.
Atthestartoftheproject,createabaselinereportofhowmanyprintersandrelatedsuppliesare
purchasedwithinProcurement’spurchasingsystemandbyindividualPCardholders.Thenumber
ofPCardpurchasesshoulddecreaseinareportcreated6monthsafterprojectclose.
WhatITserviceswillthisprojectaffect?Iftheprojectistoimplementorreplaceanapplication,
listwhichservicestheapplicationmayfallunder.Iftheprojectistoimplementanewservice,
identifyapotentialnameandserviceowner.
HowAffected?
DoITshouldconsolidateTier1customer-facingprint/printersupportunderasingledepartment
withinDoIT.Tier2desktopsupportstaffshouldsupporttheprintdevicesbybasictroubleshootingskillsanddeployingprintdriversthroughSCCM.Tier3systems/serveradministrators
shouldmaintaintheprintinfrastructure.
Ifthisprojectrecommendsacampus-widemanagedprintsolutionthatincludesprinterrepair,
thenDoIT’sDesktopSupportstaffwillnolongerrepairprintersaspartoftheirserviceoffering.
DesktopSupportstaffwouldensurethatalldevicesareimagedwiththeproperprintdriversand
wouldstillsupporttroubleshootingeffortswithprintqueues.Thevendorcontractmustspecify
thetroubleshootingstepsandtechniquesthatDoITstaffandotherNIUdistributedsupportstaff
shouldundertakebeforeescalatingaprinterincidenttothevendor.
AlongwithPrintServices,thisservicemustbeexpandedtofullyincorporateauthenticatedand
securedigitalsignaturesthatareacceptableinallcampusunits.
DELIVERABLES
Atahighlevel,describetheproduct/s,process/es,orservice/sthisprojectwillproduce
Phase1:
1. Chooseamethodbywhichtovalidateandthenvalidatethecost-savingsassumptionsfromtheGordonFlesch
inventoryassessment.
2. Createanddeployacustomersurveytogaugecurrentsatisfactionandanyfuturedesiresforprintmanagement,
includingquestionsaboutprintv.electronicdocumentprocesses;topconcernsaboutamanagedprintsolution;
conveniencetoprintdevices;etc.
3. Researchoptionsforprintmanagement:
a. DecidewhethertorenegotiatetheGordonFleschcontractsignedin2013aspartofthisprojectortokeepitin
placeuntiltheJanuary2016deadline.
b. ConsiderPharosBeaconasasolutionforcentralizedmonitoringofprintdevices,includinglocally-attached
printers
c. DecidewhethertodecommissionNovelliPrintasafeatureofthemanagedprintservice.
d. ConsiderAdobeLeanPrintforindividualmonitoringofprintdevices.
e. Considerwhethertoreplacecurrentswipedeviceswithproxdevices.
4. Takingintoaccountthecampusrequirements,projectconstraintsandtheoptionsavailable,recommendacampuswideprintofferingthatincludesbothdeviceandoutputmanagement.Thisofferingshouldincludeapriceguide
listingpriceperstandarddeviceaswellaspriceperpageandanyadditionalcosts.
a. TherecommendationwillbereviewedbytheITPlanningCouncil,thendiscussedforpotentialapprovalbytheIT
SteeringCommittee.
5. Regardlessoftherecommendationforamanagedprintsolution,draftapolicyandplantodiminishtheuseand
deploymentofindividualprintdevicesincampusoffices,includingarevalidationofthetotalcostofownershipfor
suchdevicesandthedocumentationofvalidexceptionstothepolicy.
a. ThepolicyandplanwillbereviewedanddiscussedbytheITPlanningCouncilandtheITSteeringCommittee,
withfinalapprovalcomingfromtheCabinet.
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Phase2:
1. Renegotiateanyapplicablecontractualagreementswithdeviceandsupplyvendors.
2. Ifapproved,implementthecampus-widemanagedprintsolution,includingrequiredinfrastructure,servers,and
swipeorproxdevices.
3. Createanexceptionpolicytoallowuserstoretainindividualprinters.Thispolicyshouldincludecommonreasonsfor
exceptionsandsuggestedapprovalmechanisms.
4. Createanddocumentathree-tieredsupportmodelthatincorporatesbothcentral/distributedITsupportandvendor
support.
5. Followingtheapprovedpolicyandplan,removeindividualprintdevicesfromallDoIT-supportedcampusunitsbefore
projectclose.
ListtheassumptionsregardingDoITproducts/servicesaffectedbytheproposal.Assumptionsare
believedtobetrue(70-80%accuracy)andtheprojectwillbemanagedaccordingly.
Weassumethattheindustrystandardcostsusedincalculatingourcurrentannualspendareaccurate.
NIU’sservicecostcalculationisgenerallyincomplete.Acompleteservicecostincludessalaryandbenefitexpensesfor
bothdistributedandcentralITstaffwhoprovideprintersupport,theiPrintinfrastructure,maintenancekitsforoutof-warrantyprinters,DoITlaborcostsforout-of-warrantyrepair,out-of-warrantyreplacementparts,andthecost
associatedwithpurchasing,stockinganddistributingprinters,parts,andsupplies.
ThecurrentPharoscontractisbundledinwiththeGordonFleschcontractat$.003/impression.Ifwerolledout
Pharosacrosscampusasthemanagedprintsolution,wewouldseenocostescalation.
Pharoswasimplementedforstudentuseonly.Ifitdeploystofacultyandstaff,thenitmustallowformorethanone
UserLoginAccounttobeassociatedwithasingleEMPLIDsothatausercanchoosewhichaccounttousefora
particularprintjob.
DecommissioningtheNIUBookstorecardsisoutofscopeforthisproject.
RevisitingtheuseofBlackboardTransactasabillingengineisoutofscopeforthisproject.
Toensurethattheprojectmeetsitsobjectiveofreducingprintvolume,aminimumprintvolumeshouldnotbea
conditionofanyvendorcontract.
TheratemodelforOnBasewillchangetodiscontinuethecurrentpracticeofchargingcurrentOnBaseusersfor
additionalforms.
Theaveragecostofprintersinthe12mappedbuildingsisthesameastheaveragecostofprintersforthecampusas
awhole.
ASSUMPTIONS
1.
2.
3.
4.
5.
6.
7.
8.
9.
ListthelimitationsorconstraintsregardingDoITproducts/servicesaffectedbytheproposal.
Constraintsareabsolutelytrue(100%accuracy)andcannotbechangedbytheproject.They
generallyconcerntechnology,budgetissues,schedule,orbusinessprocesses.
AnyprintsolutionshouldbefullysupportedonWindows,Mac,andLinuxplatformsandiOS/Androiddevices.
AnyprintsolutionthatrequirescardswipesmustusetheexistingOneCardsystem.Noadditionalprintcardswillbe
deployed.
Aprintsolutionmustbeabletobillastudent’sBursaraccount.
ThecurrentGordonFleschcontractisa1-yearagreementwith9yearsofrenewal,uponreview.NIUiscurrentlyinits
thirdyearandtherenewalwasapprovedbytheBoardofTrusteesinFebruary2015.Wemusthaveadecision
whetherornottocontinuewithGordonFleschbyJanuary2016.
Anycampus-wideprintsolutionmustincorporateafully-supportedenvironmentoftest,QAandproductionservers.
CONSTRAINTS
1.
2.
3.
4.
5.
DURATION
Estimate(plus/minus50%)thedurationoftheproposal.
Phase1:3months
Phase2:9months
PHASE1RESOURCEREQUIREMENTS
Estimate(plus/minus50%)thelevelofeffort.
RolesforProjectTime&Maintenance
DoITHours
Non-DoITHours
ProjectManager(30%)
150
0
BusinessAnalyst(DocumentServices)
300
0
Developer/Testing
100
0
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DesktopSupport
300
0
PrintInfrastructureSystemAdministration
100
0
0
500
750
500
CustomerResources(Research/Testing)
TotalHoursforPhaseOne=
COST
Estimate(plus/minus50%)thecostoftheproposal.Includedescriptionofhowcostswereobtained.
Phase1hasnoassociatedcosts.Thefinalrecommendationforacampus-wideprintsolutionwillinclude
• allhardware,software,andtrainingcosts;
• asustainablefunding/costmodelthatincludesbillingprocedures;and
• astaffing/supportmodelthatrequiresnoadditionalstaff.
ALTERNATIVES
Describealternativeoptions,includingtheoptionofnotimplementingtheprojectatalland
atleastonealternative.Statethereasonsfornotselectingeachalternative.
AlternativeOption
ReasonforNotSelectingAlternative
StatusQuo
Thecurrentmodelishighlydecentralized,evenwithinDoIT.Facultyandstaffprintusageis
unmonitoredandunmanaged,leadingtoahighcostofsuppliesandsupport.
Thefollowingindividualsprovidedinputand/orareviewofthisBusinessCase:
• MarisaBenson
• GeorgeRaetzke
• AlCrowley
• BrianThompson
• SylviaGorman
• FredWilliams
• TimJames
• JohnKearsing
BysigningtheBusinessCaseyouareinagreementwiththepreliminaryestimatesforduration,scope,anticipatedcosts,
andtheprojectanalysisasdescribedherein.Allsignatoriestothisagreementacknowledgethatactualcostsand
durationwillbedifferentfromthepreliminaryestimate.
NAME
SIGNATURE
DATE
NickChoban
Electronicsignatureviaemail
4/15/15
MattParks
Electronicsignatureviaemail
4/15/15
BrettCoryell
Electronicsignatureviaemail
4/15/15
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