{"id":66649,"date":"2023-06-05T17:24:02","date_gmt":"2023-06-05T21:24:02","guid":{"rendered":"https:\/\/jumpcloud.com\/?p=66649"},"modified":"2024-08-14T16:57:41","modified_gmt":"2024-08-14T20:57:41","slug":"tco-it-proposal","status":"publish","type":"post","link":"https:\/\/jumpcloud.com\/blog\/tco-it-proposal","title":{"rendered":"Leveraging TCO to Justify an IT Proposal"},"content":{"rendered":"\n
Rejection always stings. But getting a great idea shot down after you and your team worked tirelessly to come up with it? An idea that you know<\/em> will work? That really burns.<\/p>\n\n\n\n No matter how good an idea is, it generally can\u2019t move forward without a stamp of approval from the powers that be (whether that\u2019s a director, C-suite member, board, or all of the above). When it comes to driving positive change for your team, getting leadership on board is half the battle. Every good idea needs a clear and compelling proposal to back it up. <\/p>\n\n\n\n Total cost of ownership (TCO)<\/a> is a strong \u2014 yet often overlooked \u2014 figure that can help quantify and contextualize proposed IT initiatives. When applied to proposals, TCO can act as the hard numbers that clarify an initiative\u2019s cost-effectiveness \u2014 a critical selling point.\u00a0<\/p>\n\n\n\n This blog covers best practices around leveraging TCO in proposals to help you improve the likelihood of getting initiatives approved. It assumes a basic understanding of how to calculate TCO \u2014 if you\u2019re not sure how to do so, we recommend starting with the IT Professional\u2019s Guide to Calculating TCO<\/a>.<\/p>\n\n\n\n Before diving into the specifics of using TCO in a proposal, let\u2019s establish a baseline of proposal best practices. These are the foundational elements of a clear and compelling proposal. <\/p>\n\n\n\n Summarize the key takeaways from your TCO analyses with a few hard numbers. <\/p>\n\n\n\n Business benefits are sometimes underrepresented in proposals. But when explicitly stated and contextualized with hard numbers, they can be highly compelling. <\/p>\n\n\n\n It\u2019s rare that a proposal is approved without a hitch \u2014 leaders will almost always have questions and points of hesitancy. Try to anticipate what they might be and head them off by explicitly bringing them up and refuting them. <\/p>\n\n\n\n Including objectives and KPIs will help leaders visualize the plan\u2019s potential. Follow the SMART goal-setting method:<\/p>\n\n\n\n S<\/strong>pecific<\/p>\n\n\n\n M<\/strong>easurable<\/p>\n\n\n\n A<\/strong>chievable<\/p>\n\n\n\n R<\/strong>elevant<\/p>\n\n\n\n T<\/strong>ime-bound<\/p>\n<\/div>\n<\/div>\n\n\n\n While communicating the benefits of a proposed solution is critical to a successful proposal, it\u2019s also important to clarify the downsides of not<\/em> moving forward with it. Clarifying these risks \u2014 and quantifying them where possible \u2014 helps create urgency and another compelling reason for leadership to approve the initiative.<\/p>\n\n\n\nProposal Best Practices<\/strong><\/h2>\n\n\n\n
1. Communicate costs clearly and lead with hard numbers.<\/h3>\n\n\n\n
\n
2. Communicate business benefits explicitly with hard numbers where possible. <\/h3>\n\n\n\n
\n
3. Anticipate and address objections. <\/h3>\n\n\n\n
\n
4. Include objectives and measurable KPIs in your proposal.<\/h3>\n\n\n\n
\n
5. Set a timeline to keep estimations realistic and contextualized.<\/h3>\n\n\n\n
\n
6. Clearly communicate the cost and risk of not<\/em> moving forward with the proposal. <\/h3>\n\n\n\n
\n