The Total Economic Impact™
Of Ivanti Unified Endpoint
Management (UEM) Solutions
Cost Savings And Business Benefits
Enabled By UEM Solutions
JULY 2022

A FORRESTER TOTAL ECONOMIC IMPACT™ STUDY COMMISSIONED BY IVANTITable Of Contents

Consulting Team: Caro Giordano

Executive Summary ................................................. 1
The Ivanti UEM Solutions Customer Journey ....... 7
Key Challenges ...................................................... 7
Investment Objectives ............................................ 8
Composite Organization ......................................... 8
Analysis Of Benefits ................................................ 9
Savings From Self-Service Onboarding/AutomatedProvisioning ............................................................ 9
Savings From Automated Patching ...................... 13
Savings From Reclaimed Software Licenses due
To More Accurate Inventorying ............................ 15
Savings From Retired Endpoint Management Tools.............................................................................. 16
End-User Productivity From Self-Healing
Environment ......................................................... 17
Unquantified Benefits ........................................... 18
Flexibility ............................................................... 21
Analysis Of Costs .................................................. 22
Ivanti Licensing And Professional Services ......... 22
Deployment And Ongoing Maintenance .............. 23
Financial Summary ................................................ 26
Appendix A: Total Economic Impact ................... 27
Appendix B: Supplemental Material .................... 28
Appendix C: Endnotes .......................................... 28

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THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONSExecutive Summary
Organizations of all sizes face constantly evolving cybersecurity threats andvulnerabilities. Protection against these threats has become more challenging as
anywhere-work policies become more entrenched in workforce management strategies.
Ivanti combines unified endpoint management with a comprehensive patch management
solution to support organizations’ Zero Trust strategies across the entirety of employees’
technology experiences.

Ivanti provides fully integrated and automated cloudbased unified endpoint management (UEM),KEY STATISTICS

enterprise service management (ESM), and end-user
experience management (EUEM) capabilities that
support and secure the entirety of an employee’s
technology experience anywhere they work. The
Ivanti Neurons platform connects Ivanti’s client
management, mobile device management (from its

Return on investment (ROI)

Net present value (NPV)

MobileIron acquisition), and security to deliver full-261%$1.62M

stack automated unified endpoint management, Zero
Trust security, and enterprise service management
solutions that enable devices to self-heal and selfsecure and empower users to self-service.

Prior to adopting Ivanti, the interviewees noted theirorganizations lacked a comprehensive strategy for
endpoint management and had accumulated a

Ivanti commissioned Forrester Consulting to conductdisparate set of tools to manage and secure theira Total Economic Impact™ (TEI) study and examine

endpoints. The interviewees noted these tools lacked

the potential return on investment (ROI) enterprises

expansion capabilities, weren’t customizable formay realize by deploying its UEM solutions.1 The

reporting purposes, lacked automation capabilities,

purpose of this study is to provide readers with aand did not integrate with their service desk solutions,framework to evaluate the potential financial impact

resulting in inefficient manual processes to manageof Ivanti’s UEM solutions on their organizations.

the IT environment and greater security exposure.

To better understand the benefits, costs, and risks

After investing in Ivanti, typically starting with one

associated with this investment, Forrester interviewed

product and incorporating additional products andfour representatives with experience using Ivanti’sfunctionality over time, the interviewees’

UEM solutions. For the purposes of this study,organizations achieved significant cost savings fromForrester aggregated the interviewees’ experiences

automation, tool retirement, reclaimed softwareand combined the results into a single composite

licenses, and enhanced end-user productivity from aorganization that is a multinational, industry-agnostic

self-healing environment. More accurate inventorying

organization that manages 10,000 endpoints for a

led to improved compliance, reduced risk of breach,similar number of employees, growing 5% annually.

and an improved security posture. Ivanti’s unified
endpoint management enabled faster troubleshooting
and remediation through a unified dashboard.

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

1EXECUTIVE SUMMARY

by reclaiming software. The composite

KEY FINDINGS

organization saves money by reclaiming unused

Quantified benefits. Three-year, risk-adjusted

software licenses through better inventorying andpresent value (PV) quantified benefits for the

integrated software license management

composite organization include:

processes. The risk-adjusted associated savings

Endpoint delivery team cost savings byautomated onboarding and provisioning.
Automated processes enable people managers

over three years come to $439,000.
Savings from consolidating and retiring otherendpoint management tools. Because Ivantiat the composite organization to onboard

offers an integrated suite, the composite

employees with minimal intervention. End usersorganization eliminates other solutions, utilizing a

use self-service portals for change requests tosingle portal to service multiple needs. By

remove further time from software delivery

unifying endpoint management under the Ivanti

processes. Ivanti’s machine-mapping capabilities

umbrella, the risk-adjusted associated savings

ensure hardware updates go smoothly, cutting

over three years come to $359,000.

related service calls by half. Automatedprovisioning ensures assets are not kept longer

More accurate inventorying enables savingsEnd-user productivity from self-healing

than necessary, enabling compliance withenvironment. Self-healing enables automatic

lifecycle policies. Over three years, these labor

remediation of endpoint issues without humansavings come to $717,000.

involvement and ensures that all software
running on an endpoint can effectively run
without disruption. The risk-adjusted associatedsavings over three years come to $561,000.

“It’s been very rewarding to havea tool that’s already got theseleading-edge capabilities in it.
We’re able to just tie in andimprove our processes without
too much headache.”Integration engineer, footwear
retailer“We do like the integration,
having a full Ivanti stack.”
IT specialist, government

Unquantified benefits. Benefits that are notquantified for this study include:Improved security posture and administrativesavings with automated patch management.

near instantaneous reporting on inventories, with

Ivanti’s Autofix capabilities enable the composite

much greater accuracy, prompting quickorganization to automatically update and deploy

discovery and remediation of unknown devices.

prescreened definitions, saving time and allowing
endpoint management teams to focus on patch

More accurate inventorying. Ivanti provides

The ability to patch devices off network.

compliance and other value-added activities.

Ivanti’s Cloud Service Appliance enables theOver three years, these labor savings come tocomposite organization to scan and patch$163,000.

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

2EXECUTIVE SUMMARY

devices both on and off network, as long as it’s

to use a single tool to buy software, trackconnected to the internet.

licenses, and create and deploy packages in

endpoint management dashboard. Ivanti’s

Ivanti’s automation frees up valuable IT

provides a single place to go, saving time spent

resources, enabling endpoint administration andinvestigating issues.

delivery teams to work on more strategic
projects.

Granular administrator access controls.


IT operations (IT ops) and security teams.

setting up role-based access to endpoints.

Ivanti’s UEM solutions enable better
communication between IT ops and security

Powerful imaging capabilities. Ivanti’s imaging

teams, as both teams can more easily share
information with each other. Security teams are

settings, accommodating complex business rules

able to utilize Ivanti’s analytic capabilities to see

for endpoint management.

what’s been patched and cross-check it with theirUser-friendly remote access functionality.
Ivanti’s remote access feature doesn’t require
technicians to log in to the server, saving them aown tools.
complaints regardless of solution used, Ivanti’s

User-friendly reporting. Ivanti Xtraction, a

UEM solution allows the composite organization

reporting and dashboarding tool, allows theto schedule reboots for evening hours,

composite organization to pull data together fromdecreasing some of that frustration. Proactive

multiple sources and create high-quality,

lifecycle management and the use of machine

integrated reports suitable for upper

mapping to ensure all software applications aremanagement. Asset information is streamlined,

transferred over properly add to a more positive

and the reporting tools allow administrators to

end-user experience.

query on thousands of attributes.
Positive end-user experience. While computerreboots will always generate some number ofstep when servicing clients.


Better communication/coordination between

give the composite organization more options forcapabilities come with robust filters for the agent



Freed-up resources as a result of automation.

unified dashboard for endpoint management

Ivanti’s granular administrator access controls

response to user requests.

Faster troubleshooting from a unified

Responsive vendor service and support. The

Seamless portal management. Ivanti’s Portalcomposite organization experiences Ivanti’s top-

Manager product serves as a landing page fornotch service and support.

employees to access software applications usedthroughout the enterprise. Portal Manager
automatically repairs broken links so that users
never experience problems accessing theirapplications.


A streamlined software license management
process. Ivanti enables the composite
organization to streamline its software license
management processes, ensuring more reliable“Their capabilities havecontinued to grow as the productevolved.”Director of IT and telecom support,
deathcarecompliance. The composite organization is able

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

3

EXECUTIVE SUMMARY

Costs. Risk-adjusted PV costs include:
Ivanti licensing and professional services.
Licensing for Ivanti’s UEM solutions varies basedon the number and type of modules included andthe number of endpoints managed. Ivanti also
provides the composite organization packages ofprofessional services at different price points.
Total costs of licensing and professional services
for the composite organization come to a NPV of$555,000 over three years.


Deployment and ongoing maintenance.
Deployment costs include time spent bymembers of the endpoint administration team to
set up and deploy Ivanti’s UEM solutions andreceive initial training. Ongoing costs for thecomposite organization include 100 hours forroutine maintenance and oversight, and 200
hours for upgrade projects. The three-year, riskadjusted PV comes to $65,000.

The representative interviews and financial analysis
found that a composite organization experiences
benefits of $2.24 million over three years versus
costs of $619,000, adding up to a net present value(NPV) of $1.62 million and an ROI of 261%.

“We call Ivanti our ‘ERP of IT.’ Welike to be able to plug in solutions
and modules under one vendor
rather than have to buy everything
as its own siloed solution.”— Manager, infrastructure and endpoint delivery
services, food production
THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

4EXECUTIVE SUMMARYROI

BENEFITS PV

NPVPAYBACK

261%$2.24M$1.62M<6monthsBenefits (Three-Year)
Saving from self-service onboarding /automated provisioning

Savings from automated patching

Savings from reclaimed software
licenses due to more accurate
inventorying
Savings from retired endpoint
management tools

End user productivity from self-healing
environment$716.6K$162.5K$439.4K$358.7K$560.5K

I feel we went from systems that did theirfunction to systems that provided a full solution.
Some things you don’t know you need until
you’re shown something that can do much morethan you already had. At every turn, I’ve been
impressed with what Ivanti has been able toprovide.
— Manager, infrastructure and endpoint delivery
services, food production

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

5

EXECUTIVE SUMMARYTEI FRAMEWORK AND METHODOLOGY
From the information provided in the interviews,
Forrester constructed a Total Economic Impact™
framework for those organizations considering an
investment in Ivanti’s UEM solutions.
The objective of the framework is to identify the cost,

DUE DILIGENCE
Interviewed Ivanti stakeholders and Forrester
analysts to gather data relative to UEM
solutions.

benefit, flexibility, and risk factors that affect the

INTERVIEWSInterviewed four representatives atinvestment decision. Forrester took a multistep

organizations using Ivanti’s UEM solutions toapproach to evaluate the impact that Ivanti’s UEM
solutions can have on an organization.

obtain data with respect to costs, benefits, andrisks.

COMPOSITE ORGANIZATION
Designed a composite organization based on
characteristics of the interviewees’organizations.

FINANCIAL MODEL FRAMEWORK
Constructed a financial model representative of
the interviews using the TEI methodology and
DISCLOSURES

risk-adjusted the financial model based on

Readers should be aware of the following:

issues and concerns of the decision-makers.

This study is commissioned by Ivanti and delivered byForrester Consulting. It is not meant to be used as acompetitive analysis.

CASE STUDY
Employed four fundamental elements of TEI in

Forrester makes no assumptions as to the potential ROI
that other organizations will receive. Forrester strongly
advises that readers use their own estimates within theframework provided in the study to determine theappropriateness of an investment in UEM solutions.

modeling the investment impact: benefits, costs,

Ivanti reviewed and provided feedback to Forrester, but
Forrester maintains editorial control over the study and its
findings and does not accept changes to the study that
contradict Forrester’s findings or obscure the meaning of
the study.

provides a complete picture of the total

flexibility, and risks. Given the increasing
sophistication of ROI analyses related to IT
investments, Forrester’s TEI methodology
economic impact of purchase decisions. Please
see Appendix A for additional information on the
TEI methodology.

Ivanti provided the customer names for the interviews but
did not participate in the interviews.

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

6

The Ivanti UEM Solutions Customer Journey
Drivers leading to the Ivanti UEM solutions investment

Interviews
Role

Industry

Geography

Total Employees

Endpoints Managed

IT specialist

Government

United States

500 in department;~95,000 total~1,000 ranging from laptops,
desktops and tablets

Manager, infrastructureand endpoint delivery
services

Food production

Global>20,000~10,000, all Windows based
laptops

Director of IT andtelecom support

Deathcare

North America>20,000~25,000 endpoints, including
laptops, kiosks, andpresentation stations

Integration engineer

Footwear retailer

United States

350 office workers plus
staff for 500+ stores~3,000 Windows PCs, servers
and POS systems

KEY CHALLENGES
Prior to adopting Ivanti, the interviewed decision-“Historically, we would have one
thing to deploy software,something else for remotecontrol, asset management in
one group, service management
in another, knowledge
management in a third. It just
kept having multiple areas you
had to go.”Director of IT and telecom support,
deathcare, industry

makers noted their organizations lacked acomprehensive strategy for endpoint management
and had accumulated a disparate set of tools tomanage and secure their endpoints, including
separate tools for software deployment, patch
management, remote control, asset management, IT
service management, and knowledge management.
The interviewees noted how their organizations
struggled with common challenges, including:

Lack of integration. Interviewees described how
their previous endpoint management solutions
were isolated from one another, making
processes and workflows less efficient. An IT
specialist for a government agency expressed
frustration with their prior UEM solution’s lack ofa single place to go and look for everything andintegration with their service desk solution: “You

do what you need to do.”can get a lot of data from it, but there’s no way tointegrate it into your ticketing software, so you
can’t automatically cut a ticket. You have to do it
manually.” The director of IT and telecom support
for a deathcare company noted how they
streamlined their processes after moving
everything into a single pane with Ivanti: “Youcan do one ticket across all of it. One incident. It’s

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONSLimited features and ability to customize.
Prior solutions had limited administrative controls
and reporting capabilities. For example, the IT
specialist noted their remote access tools did notprovide role-based access and limited
permissions, “It was all or nothing in terms oflevel of access on the back end.” Querying andreporting functionalities were also limited and7

THE IVANTI UEM SOLUTIONS CUSTOMER JOURNEY

time-inefficient, requiring scripting queries and

waiting another day for results.


Limited expansion capabilities. Two of theinterviewees described coming into their roles
with the vision of transforming the endpointdelivery systems and noted their organizations’

Right-sized company in terms of attention toservice and support.



Cost.

COMPOSITE ORGANIZATION
Based on the interviews, Forrester constructed a TEIprior solutions fell short in this regard.

framework, a composite company, and a ROI

Limited automation opportunities. After

The composite organization is representative of theautomating enterprise scheduling, one

four decision-makers that Forrester interviewed andinterviewee looked for other aspects to automate

is used to present the aggregate financial analysis inand endpoint management came under their

the next section. The composite organization has thepurview.

following characteristics:

analysis that illustrates the areas financially affected.

Description of composite. The composite is amultinational, industry-agnostic organization that

“The previous solution justdidn’t meet the needs of myvision or be able to expand for
future growth for software
licensing and future service desk
integrations.”
Manager, infrastructure andendpoint delivery services, foodproduction

manages 10,000 endpoints for a similar number of
employees, growing 5% annually. An IT staff of 40
FTEs maintain endpoint management and security.
This team is organized into two teams focused on
endpoint administration and support (e.g.,
onboarding, help desk). The organization uses Ivanti
Neurons for UEM in the cloud to secure and manage
its devices for its anywhere-work environment, pairedwith Ivanti Xtraction, which provides real-time console
dashboards, customized reporting, and alerts.

INVESTMENT OBJECTIVES
The interviewees’ organizations typically started with
one Ivanti product and incorporated additional
products and functionality over time. Interviewees
sought out leading-edge capabilities and Ivanti’s
UEM products were considered among the mostrobust offerings on the market at the time. Other
factors prominent in the repeated selection of Ivanti
products included:Ease of integration and maintenance.

Good vision and product roadmap.

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

Key assumptions

 10,000 endpoints
growing 5% annually 15 FTEs responsible for
endpoint administration
 25 FTEs responsible for
endpoint support8

Analysis Of Benefits
Quantified benefit data as applied to the composite

Total Benefits
Ref.

BenefitYear 1

Year 2

Year 3

Total

Present Value

Atr

Savings from self-service
onboarding/automatedprovisioning$275,421$288,849$302,845$867,114$716,632

Btr

Savings from automatedpatching$61,510$65,610$69,710$196,830$162,515

Ctr

Savings from reclaimed
software licenses due to moreaccurate inventorying$127,500$178,500$234,281$540,281$439,449

Dtr

Savings from retired endpoint
management tools$137,700$144,585$151,814$434,099$358,734

Etr

End-user productivity fromself-healing environment$215,156$225,914$237,210$678,280$560,521

Total benefits (risk-adjusted)$817,287$903,458$995,860$2,716,604$2,237,851

SAVINGS FROM SELF-SERVICE

The integration engineer at a footwear retailer
estimated his team spent upwards of two to three

ONBOARDING/AUTOMATED PROVISIONING

days per device installing and configuring

Evidence and data. The interviewed decision-

software because they were taking other support

makers described how their organizations set up

calls and working on other things at the same

automated processes, enabling people managers totime. The interviewee stated: “Now, once it’s

onboard employees efficiently and effectively withimaged, they just install Ivanti and drag thatminimal intervention. End users used the same self-

device into all of the software tasks. It’s done in 5

service portal for change requests, taking time out of

to 10 minutes, and they just check it at the end of

the software delivery process. Machine mapping

the day to ensure all the applications are there.

ensured hardware updates went smoothly, cutting

That’s definitely saved time from the user

related service calls by half. Automated provisioning

onboarding process.”

ensured assets weren’t kept longer than necessary,
enabling compliance with lifecycle policies.


The IT specialist for a government agency“We’ve had efficiency savingsfor sure.”
IT specialist, government

estimated they reduced the time IT spent on the
onboarding process by 50% by automating
workflows. The interviewee stated: “What we’vedeveloped now with Ivanti is an onboarding form
that a supervisor can submit using the selfservice portal. It automatically cuts a ticket andforwards it to the right teams. We don’t have to
do a checklist like we would before.”

The integration engineer at a footwear retailer
added that their software migrations were much
more efficient through Ivanti. The interviewee
stated: “One of the things I’m working on right

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

9ANALYSIS OF BENEFITS

now is our in-store [point-of-sale] (POS) systems.

through Ivanti, they outsourced that task to an

There used to be many different archaic ways

outside agency, freeing up another FTE internallythat we would go about deploying new softwareand cutting this expense 35% in the process.

on them, sometimes using contractors andconsultants to go out nationally to install this stuff.

Finally, the manager of infrastructure andendpoint delivery services for a food production

Now, we can write a script, build a PowerShellcompany described how Ivanti supported theirpackage, and just push it out.”organization’s lifecycle policy for devices, noting:“Just being able to make sure we don’t keep
assets longer than we should, that wholecalculation is now an automated process for us.

“I couldn’t imagine doing what
we did before for that many
people. Now, it’s just a push of abutton and it’s deployed.”
Integration engineer, footwear
retailer

As we get to within three months of the end of thelifecycle, we automatically reach out to replace
the device. Before, we would have users
reaching out to us, saying, ‘Hey, my lifecycle wasactually a year ago,’ because we didn’t have thedata to proactively measure it. But now, there’s
so much information we can do automatedthrough Ivanti that really gives us a policy on
lifecycles. Now, we’re actually able to follow it.”

The manager of infrastructure and endpointdelivery services for a food production company
said Ivanti had given them the ability to deploy
self-service so that users can request software“We’ve tried to use Ivantiautomation as much as we can.
We really like the fact that it can
span multiple departments.”
IT specialist, government

themselves, stating: “That’s really taken sometime out of the software delivery process. We’ve
had over 4,000 requests rolled through there in
the last 18 months.”

The manager of infrastructure and endpointdelivery services for a food production company
added machine mapping to their provisioning
process for hardware refreshes, stating: “It scans
all the software you have on your old machine

Modeling and assumptions. To model this benefit

and automatically installs it on your new

for the composite organization, Forrester assumes:

computer, so when you log in for the first time,
you have all the programs you had before.” This

endpoints, an equal number of employees, and isinterviewee noted machine mapping reduced

growing both of these numbers 5% annually.

new user calls by 55% just through this piecealone.


also described how, by automating imaging

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

The composite organization replaces 20% of its
endpoint hardware every year on average.

The manager of infrastructure and endpointdelivery services for a food production company

The composite organization has 10,000Before Ivanti, it takes five hours on average toconfigure a machine for use.

10

ANALYSIS OF BENEFITSAfter Ivanti is deployed and configuration is
automated, this time is reduced by 95%.



Before Ivanti, the composite organization’s help
desk receives 1,500 calls per year regarding
hardware refresh issues, which take an averageof 30 minutes to resolve.



After the deployment of Ivanti’s machine-mapping
capabilities, the number of calls regarding
hardware refreshes is reduced by 50%.

The composite organization has 25 FTEs
responsible for endpoint support functions (e.g.,
onboarding, helpdesk).

Before Ivanti, 10% of this team’s time is spent on
imaging.

After automating imaging with Ivanti, this teamshifts this task to an outside agency, reducing
this expense by 35%.

The composite organization’s endpoint support
team earns an average salary of $45,000 with
35% benefits costs.

Risks. Factors impacting the realization of thisbenefit include:The number and growth of endpoints managed in
the organization.



The frequency with which hardware endpoints
are updated.



The amount of time spent on onboarding andprovisioning activities.



The ability of the organization to effectively
automate workflows relating to onboarding andprovisioning with Ivanti, including Ivanti’s
machine-mapping capabilities.

Results. To account for these risks, Forrester
adjusted this benefit downward by 10%, yielding athree-year, risk-adjusted total PV (discounted at 10%)of $717,000.

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

11

ANALYSIS OF BENEFITS

Savings From Self-Service Onboarding/Automated Provisioning
Ref.

MetricSourceYear 1

Year 2

Year 3

A1

Number of endpoints managed

Composite

10,00010,50011,025A2

Percent of endpoints updated per year

Interviews

20%

20%

20%

A3

Number of endpoints updated

A1*A2

2,000

2,100

2,205

A4

Number of endpoints onboarded for new
employees

Composite

500

525

551

A5

Subtotal: Number of endpoints updated oronboarded

A3+A4

2,500

2,625

2,756

A6

Time spent per endpoint on configuration
before Ivanti (hours)

Interviews

5

5

5

A7

Percent of time saved from automating
configuration with IvantiInterviews

95%

95%

95%

A8

Subtotal: Hours reallocated after
automating configuration with IvantiA5*A6*A7

11,875

12,46913,091

A9

Number of help desk calls regarding
software updates before IvantiInterviews

1,500

1,575

1,654

A10

Time spent per call regarding software
updates (hours)

Assumption

0.5

0.5

0.5

A11

Percent of help desk calls eliminated after
machine mapping with IvantiInterviews

50%

50%

50%

A12

Subtotal: Hours reallocated after machine
mapping with IvantiA9*A10*A11

375

394

414

A13

Size of team responsible for support
functions (e.g., onboarding, help desk)Interviews

25

26

27

A14

Percent of time spent on imaging before
IvantiInterviews

10%

10%

10%

A15

Time spent on imaging before Ivanti (hours)

A13*A14*2,080
hours

5,200

5,408

5,616

A16

Percent of time saved from automating
imaging with IvantiInterviews

35%

35%

35%

A17

Subtotal: Hours reallocated after
automating imaging with Ivanti

A15*A16

1,820

1,893

1,966

A18

Subtotal: Hours reallocated after
automating configuration, machine
mapping and imaging with Ivanti

A8+A12+A17

14,07014,756

15,471

A19

Fully burdened hourly compensation forsupport team

TEI standard

$29

$29

$29

A20

Productivity recapture rate

Assumption

75%

75%

75%

At

Savings from self-service
onboarding/automated provisioning

A18*A19*A20$306,023$320,943$336,494

Risk adjustment↓10%$275,421$288,849$302,845

Atr

Savings from self-service
onboarding/automated provisioning (riskadjusted)
Three-year total: $867,114

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

Three-year present value: $716,632

12

ANALYSIS OF BENEFITSSAVINGS FROM AUTOMATED PATCHING

delivery services for the food production

Evidence and data. The interviewees noted theircompany confirmed this benefit: “That’sorganizations took advantage of Ivanti integration tosomething we never had before. You kind of set it

automate several aspects of patch management. The

and forget it, and don’t worry about it again. Fortime savings accrued from this allowed them to shiftme, it’s taken a full FTE probably to a half FTE

their focus to compliance for a stronger security

right now, just through a lot of the Autofix pieces

posture.


The manager of infrastructure and endpoint

we’re able to implement now. We’re able to use

The integration engineer at the footwear retailer

that position toward other value-added things

explained: “It took us a month to design andnow.”

discuss how we wanted to automate patches.
Once we had the policy built, it takes less than anhour to set up a rollout project and then the“Having that level of automation
has really helped. I don’t have to
do nearly as many deployments
for things. We reduced the levelof overhead we had to patch andmaintain these devices … It’s
shifted a lot of the opportunity toviewing the analytics that wehave on whether we actually did
patch all of them.”
IT specialist, government

patching just happens. I don’t have to do it and I
have confidence that what I’m looking at isaccurate.”

The integration engineer at the footwear retailer
noted how the automated workflows for patchinggave them greater peace of mind, knowing
everything is working as it should. Theinterviewee stated: “Just the ability to create roles
for our patches that we want in the environment
and know that things are moving from test to beta
to production in the correct phases, given all thecriteria and configurations. Just being able tobreathe a little easier about how and why patches
are being deployed in the way they’re being
deployed.”Two other interviewees praised Ivanti’s Autofix
capabilities, which enabled them to automatically
update and deploy prescreened definitions.

Modeling and assumptions. To model this benefit
for the composite organization, Forrester assumes:

responsible for endpoint management.

According to the IT specialist at the government
agency, “We know for certain applications,patches come out monthly, so we can flag thoseAfter Ivanti is deployed and patch management
automation is set up, the time this team spends

you don’t need to wait for a member of the serveron patch management is reduced 75%.

team to deploy it.” They estimated this saved
80% of the time previously spent reviewing and

Before Ivanti, this team spends 10% of their timeon patch management.

applications as preapproved for patching sowhen new patches come out and are detected,

The composite organization has 15 FTEs

The composite organization’s endpoint

deploying patches and enabled them to focus

management team earns an average salary of

their attention to compliance.

$60,000 with 35% benefits costs.

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

13

ANALYSIS OF BENEFITS

Risks. Factors impacting the realization of thisResults. To account for these risks, Forrester

benefit include:

adjusted this benefit downward by 10%, yielding a

The size and average salary of the affected

three-year, risk-adjusted total PV of $163,000.

workforce.
The organization’s ability to effectively use



Ivanti’s automated patching capabilities.

Savings From Automated Patching
Ref.

MetricSourceYear 1

Year 2

Year 3

B1

FTEs responsible for endpoint
administration

Composite

15

16

17

B2

Percent of time spent on patching before
IvantiInterviews

10%

10%

10%

B3

Time spent on patching before Ivanti(hours)B1*B2*2,080 hours

3,120

3,328

3,536

B4

Percent of time saved from automatedpatching with IvantiInterviews

75%

75%

75%

B5

Subtotal: Hours reallocated after automatedpatching with Ivanti

B3*B4

2,340

2,496

2,652

B6

Fully burdened hourly compensation for
endpoint administrators

TEI standard

$39

$39

$39

B7

Productivity recapture rate

Assumption

75%

75%

75%

Bt

Savings from automated patchingB5*B6*B7$68,344$72,900$77,456

Risk adjustment↓10%$61,510$65,610$69,710

Btr

Savings from automated patching (riskadjusted)
Three-year total: $196,830

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

Three-year present value: $162,515

14

ANALYSIS OF BENEFITSSAVINGS FROM RECLAIMED SOFTWARE

it yet, noting, “It’s one of those things we haven’t

LICENSES DUE TO MORE ACCURATE

been able to quantify because a lot of it’s

INVENTORYING

manual.”Evidence and data. Two interviewees saved money
by reclaiming software licenses that were no longer
used.


Modeling and assumptions. To model this benefit
for the composite organization, Forrester assumes
the composite organization saves $150,000 in the

According to the manager of infrastructure andfirst year, and an increasing amount in subsequent

endpoint delivery services for the food production

years.

company: “Before, if we were going to try and

Risks. Factors impacting the realization of thisreclaim software, it was a very long process to try
and reach out to users, asking them, ‘Hey, youhaven’t use this in quite some time, can we pull

benefit include:

organization’s software license inventory prior toit?’ As we brought our software licenses into thedeploying Ivanti.

EPM solution, we’re able to run software
reclamation automatically … That’s probablyThe size, accuracy, and value of the

The ability of the organization to implement andbeen our biggest savings that we’ve seen there.”utilize Ivanti’s software reclamation capabilities toThis savings was confirmed by the IT specialist at

greatest effect.

the government agency, who stated, “It has

Results. To account for these risks, Forrester

allowed us to limit overprovisioning in a couple

adjusted this benefit downward by 15%, yielding a

instances.”

three-year, risk-adjusted total PV of $439,000.

The integration engineer at a footwear retailer

noted they hadn’t taken advantage of thisbecause they hadn’t made the business case for

Savings From Reclaimed Software Licenses Due To More Accurate Inventorying
Ref.

MetricSourceYear 1

Year 2

Year 3

C1

Number of employees

Composite

10,00010,50011,025

C2

Savings from reclaimed software licenses
per employee

Interviews

$15

$20

$25

Ct

Savings from reclaimed software licenses
due to more accurate inventorying

C1*C2$150,000$210,000$275,625

Risk adjustment↓15%$127,500$178,500$234,281

Ctr

Savings from reclaimed software licenses
due to more accurate inventorying (riskadjusted)
Three-year total: $540,281

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

Three-year present value: $439,449

15

ANALYSIS OF BENEFITSSAVINGS FROM RETIRED ENDPOINT
MANAGEMENT TOOLS
Evidence and data. Two of the interviewees retired
several other endpoint management solutions, saving
money in the process, which mostly or completely
offset the investment in Ivanti.
According to a manager of infrastructure and

endpoint delivery services for a food production“If I merge to one vendor and get
all of those costs together, I getto save. It adds up to a big
overall savings.”
Director of IT and telecom support,
deathcarecompany: “We went from paying an external
partner $20,000 a year to maintain our landing
page to having it done by Ivanti’s portalmanagement solution. We also removed various

some savings but elected to retain elements ofother remote-control solutions and another

their prior endpoint management solution tosoftware licensing solution, which helped us

mitigate risk, given they still had the budget for it.

justify the cost of [enterprise performance

The interviewee stated, “Some of the senior staff

management] (EPM) originally. We had built five

really like the fact that we have a backup.”

individual silos that we were paying maintenance

Modeling and assumptions. To model this benefit

and support for, but we were able to quit doing

for the composite organization, Forrester assumes

that and get into just Ivanti instead.”the composite organization offsets 90% of the cost ofThis benefit was echoed by the director of IT and

Ivanti through the retirement of other endpoint

telecom support for a deathcare company: “Mymanagement solutions.

remote-control solution was $75,000 a year. My

Risks. Factors impacting the realization of this[IT asset management] (ITAM) was anotherbenefit include prior endpoint management tools$100,000. Knowledge management was anotherused by the organization and its ability and timetable$20,000 a year.” With Ivanti, this interviewee put

to retire these tools.

all that functionality and more into Ivanti and

come out ahead.

Results. To account for these risks, Forrester

The IT specialist for a government agency

three-year, risk-adjusted total PV of $359,000.

adjusted this benefit downward by 15%, yielding aallowed that their organization had achieved

Savings From Retired Endpoint Management Tools
Ref.

MetricSourceYear 1

Year 2

Year 3

D1

Savings from retiring prior endpoint
management tools

Interviews$162,000$170,100$178,605

Dt

Savings from retired endpoint management
tools

D1

$162,000$170,100$178,605

Risk adjustment↓15%$137,700$144,585$151,814

Dtr

Savings from retired endpoint management
tools (risk-adjusted)
Three-year total: $434,099

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

Three-year present value: $358,734

16

ANALYSIS OF BENEFITS

END-USER PRODUCTIVITY FROM SELF-

The percentage of time saved per employee on
average due to more efficient compute resources

HEALING ENVIRONMENT

as a result of self-healing is 0.15%.

Evidence and data. The director of IT and telecom
support for the deathcare company attributed higher

The composite organization’s employees earn an

end-user productivity to Ivanti’s self-healing

average salary of $50,000 with 35% benefits

environment. Self-healing enables automatic

costs.

remediation of endpoint issues without human
involvement and ensures that all the software runningon an endpoint can effectively run without disruption.
This interviewee explained: “By doing some of theRisks. Factors impacting the realization of thisbenefit include:

workforce.

self-healing — updating old profiles, rebooting
computers if they haven’t rebooted in seven days,



patching in the evening — that work has helped ourend users become more productive because thecomputers are getting back some of the resourcesthat were being hogged up before … There is afinancial benefit to the end-user side because of

The size and average salary of the affected

The organization’s ability to effectively use
Ivanti’s self-healing capabilities to greatest effect.

Results. To account for these risks, Forrester
adjusted this benefit downward by 15%, yielding athree-year, risk-adjusted total PV of $561,000.

every minute they are able to save.”
Modeling and assumptions. To model this benefit
for the composite organization, Forrester assumes:
The composite organization has 10,000



employees and is growing 5% annually.

End-User Productivity From Self-Healing Environment
Ref.

MetricSourceYear 1

Year 2

Year 3

E1

Number of employees

Composite

10,00010,50011,025

E2

Percent of time saved from self-healing
environment with IvantiInterviews

0.15%

0.15%

0.15%

E3

Average fully burdened annualcompensation

TEI standard$67,500$67,500$67,500

E4

Productivity recapture rate

Assumption

25%

25%

25%

Et

End-user productivity from self-healing
environment

E1*E2*E3*E4$253,125$265,781$279,070

Risk adjustment↓15%$215,156$225,914$237,210

Etr

End-user productivity from self-healing
environment (risk-adjusted)
Three-year total: $678,280

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

Three-year present value: $560,521

17

ANALYSIS OF BENEFITSUNQUANTIFIED BENEFITS

Ivanti’s Cloud Service Appliance enabled the

Additional benefits that customers experienced but

interviewees’ organizations to scan and patch

were not able to quantify include:

The ability to patch devices off network.

devices both on and off network, as long as theyMore accurate inventorying. Interviewees

were connected to the internet. The IT specialist

noted Ivanti provided near instantaneousat the government agency noted this featurereporting on inventories with much greater

helped them improved their security posture:

accuracy. The IT specialist at the government“When I think of our compliance numbers, withagency explained: “Before, you would write yourour previous solution, we considered it good if it

query and get results, but it would be with thiswas above 90%. With Ivanti, we don’t consider it

caveat that this is from devices that responded

good unless it’s 95% or higher. Now, we have thewithin the time limit we had before submitting theability to get the one or two machines that didn’treport. There were always at least 5% to 10% ofactually update. Now, we spend a lot more time

devices where we were waiting on data, whereas

getting those guys completed and in compliance,with Ivanti, you know what the status is at any

and that’s what brought our compliance up.”point.”The integration engineer for the footwear retailer

Interviewees also discovered a number ofsaid this ability to manage devices off network

unknown devices when Ivanti was first deployed.

came in handy for remediating problems where

As the manager of infrastructure and endpoint

associates were working offsite. The interviewee

delivery services for the food producer put it:

stated: “If the agent is completely broken and“When we switched over, we did find a number ofthey are in a [coffee shop] in whatever state

unknown devices. That was something we were

they’re in, we can use the Cloud Service

blind to before, so that has been huge from a

Appliance to connect them temporarily, have thesecurity posture perspective.” This interviewee

user reinstall the agent, and get connected backliked that Ivanti has “some very nice features

to them quickly.”where we can run a silent scan across our Active
Directory scheme.” When they found a deviceFaster troubleshooting from a unified
endpoint management dashboard.

that lacked an agent, they could push it andInterviewees liked Ivanti’s unified dashboard forpatch it without notifying the user. The

endpoint management, saying it saved timeinterviewee stated: “To be able to patch theseinvestigating issues. According to the director ofdevices is a very nice solution to making sureIT and telecom for the deathcare company:

we’re not missing something, and having that gap“We’re able to get information through [Ivanti

increase our risk scores.”

Neurons] to find out the status of patching, selfhealing of the machines. It gives you a better
reporting mechanism of what is secure and what
is not, what’s patched and what is not, giving you“With Ivanti, you know what thestatus is at any point.”
IT specialist, government

an opportunity to rectify what’s broken … It’s asingle place to go look for everything and what
you need to do.”Granular administrator access controls.
Interviewees liked the flexibility Ivanti’s more

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

18

ANALYSIS OF BENEFITS



granular administrator access controls gave

production company, “The asset information isthem. The manager of infrastructure andgreatly streamlined and the amount of detail that

endpoint delivery services for the food production

Ivanti gives us … there are literally thousands ofcompany explained: “We have role-based access

attributes we can query on.” This was echoed by

to make sure that [the security team] can get in

the integration engineer at the footwear retailer:

there, but we don’t want them deploying things“My director is sold on their inventory record. The

because that’s not their role. Being able to havefact that it has literally everything in it, and if it’s

the right controls in there, to get different people

not there, you can just add it. Natively, thein but not give them more than we want them toreports and dashboarding has been very useful.”have, is a nice middle ground. The granularity

This was confirmed by the director of IT andgives us a lot of options.”

telecom support at the deathcare company:“There’s good reporting mechanisms with Ivanti.

Powerful imaging capabilities. The manager of

It makes it nice to report that up to the executive

infrastructure and endpoint delivery services forteam.”

the food producer also liked that Ivanti’s imaging
capabilities had robust filters for the agent

The IT specialist at the government agency liked

settings, which could accommodate complex

how everything was integrated together, stating:business rules. The interviewee stated: “It gives“With Xtraction, we can pull any of that data fromus a lot of flexibility that we’re looking for to build

any of those sources and make a nice report wethe image the way we want. We have specific

can present to higher ups. The fact that it all

rules where a specific plant machine can’t reboot

works well together is very nice.”

because it’s running production on the
manufacturing floor compared to someone in an

infrastructure and endpoint delivery services foroffice that could reboot at any time. It’s very

the food production company liked Ivanti’s Portal

flexible where we can really design what we needManager product, which they used as a landing

to accommodate the business case being

page for 500 application links used throughout

presented to us. We haven’t found anything wethe enterprise. They noted the Portal Manager

can’t do.”Seamless portal management. The manager of

automatically repaired broken links, so that users

User-friendly remote access functionality. The

never experienced problems accessing their

IT specialist at the government agency liked theapplications, stating: “It’s been immense value,

convenience that Ivanti’s remote access feature

having users be able to bookmark these links. If

didn’t require technicians to log in to the server.

we ever have to update a server or update the

The interviewee noted: “We can install the

URL, the user never even knows it. They just go

remote desktop client on their local machines,

to the Portal Manager, double-click the link andand they can use that to remote into other users.

they’re there.” The interviewee added: “It has a

It’s easier to run something from your local

nice visual look and feel, too. This is probably

computer than it is to connect to a different

one of our nicest wins in IT, to be able to have a

resource for it.”polished landing page for all of the applications
we have across the enterprise.”

User-friendly reporting. All of the interviewees
had good things to say about Ivanti’s reporting

A streamlined software license management

tools. According to the manager of infrastructure

process. The manager of infrastructure andand endpoint delivery services for the food

endpoint delivery services for the food production

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

19

ANALYSIS OF BENEFITS

company noted that software license

check it with their tools. It’s definitely improved

management process was more streamlined andthat relationship.”reliable in compliance terms since deploying
Ivanti. The interviewee stated: “We can routereboots will always generate some number offrom buying software to entering our software

complaints regardless of solution used, thelicenses to creating a package to having a user

integration engineer at a footwear retailer

request the package for deployment. All of that isbelieved they had decreased some of thatvery streamlined versus having very separate

frustration by scheduling reboots for evening

systems where your licenses are in one system

hours. The manager of infrastructure andbut your deployment in the other system doesn’t

endpoint delivery services for the food production

know how many licenses we have.”Positive end-user experience. While computercompany, received positive feedback from users

Freed-up resources as a result of automation.

on automatic lifecycle management, especially

The integration engineer at the footwear retailer

since machine mapping ensured all software

explained: “We used to be so focused on

applications in use before were transferred overpatching that we could never get to those fine-to the new hardware. The interviewee stated,tuning efficiencies. We’re definitely able to handle“Whereas before, they might not look forward toa lot more of what might be considered smaller

getting a new computer, now they’re able to hit

priority but it’s because we handled the big fish.”the ground running a lot faster, which has
boosted IT’s reputation internally, just to makeBetter communication/coordination between

those slight experiences better.”IT ops and security teams. Two interviewees
remarked that Ivanti UEM solutions enabledResponsive vendor service and support.

better communication between their IT ops andInterviewees also had positive things to say

security teams. According to the IT specialist at

about Ivanti’s service and support. According to

the government agency: “With the prior solution,

the IT specialist at the government agency: “I

information was siloed. You had to have accessused to consider [another vendor] to be the gold

to see it, which — outside of the network team —standard of support, but really, Ivanti is so much

only a few people had because of delegation of

better. You get more experienced technicians

authority. Now, we’re able to see it in Ivanti andfaster and resolve your issues quicker with

Ivanti is accessible to so many more people that

Ivanti.”the information is better known.”
The manager of infrastructure and endpointdelivery services for the food production
company confirmed: “It’s definitely improved therelationship with the security team, knowing that
we have these tools in place because, of course,
they’re always monitoring the risk scores andwhat we can do to remediate. Now that we sharethe same interface, there are no secrets. Theyuse our tools so they’re able to see our analytic
capabilities, see what’s been patched, and cross-

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS“Support is probably even better
than the tools. When you areasking a tough question, they
are able to find the smartest
person in the room very easily.”Integration engineer, footwear
retailer

20

ANALYSIS OF BENEFITSFLEXIBILITY

forward to upcoming Ivanti product

The value of flexibility is unique to each customer.

enhancements and doing more with their current

There are multiple scenarios in which a customer

Ivanti solutions. One interviewee, the manager ofmight implement Ivanti’s UEM solutions and later

infrastructure and endpoint delivery services forrealize additional uses and business opportunities,

the food producer, discussed how they were

including:trying to get better visuals on their patchingAgility from integration. Interviewees remarked
that Ivanti’s superb integration made them moreagile because now they spent less time manually
integrating solutions. The manager of
infrastructure and endpoint delivery services forthe food producer explained: “Before, we had all
those systems, and we’d manually try to integrate
the data using our own systems integration teaminternally. And now we don’t. We’re just relying
on out-of-the-box connectors. That’s one of thereasons we have Ivanti, for them to do that work.”

Self-healing environment. When asked if theinvestment in Ivanti made them more flexible, thedirector of IT and telecom for the deathcare

service-level agreements (SLAs) and noted Ivanti
had just released a new product, PatchIntelligence, to help with that. Anotherinterviewee, the integration engineer for the
footwear retailer, held off on further automationplans until they could get additional Ivanti
products deployed. “Ivanti has a product labeled
Automation, but we’ve held off deploying it
because we’re trying to get Ivanti Service
Management pulled in first, so integration shoots
through the roof.”
Flexibility would also be quantified when evaluated aspart of a specific project (described in more detail in
Appendix A).

company answered: “Yes, definitely, without aquestion. That goes back to self-healing ofcomputers. It goes back to the speed of us being
able to work on the help desk, and it gives theusers the ability to see what’s going on. So, yes,it does.”

Future product enhancements andautomation opportunities. Interviewees looked“If you’re talking about theinvestment in terms of the whole
portfolio, yes, absolutely, I havenot seen another suite ofproducts that so heavily talk toeach other.”Integration engineer, footwear
retailer

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

21

Analysis Of Costs
Quantified cost data as applied to the composite

Total Costs
Ref.

Cost

InitialYear 1

Year 2

Year 3

Total

Present Value

Ftr

Ivanti licensing andprofessional services$12,600$189,000$229,950$239,873$671,423$554,679

Gtr

Deployment andongoing maintenance$40,552$4,283$12,850$12,850$70,535$64,720

Total costs (riskadjusted)$53,152$193,283$242,800$252,723$741,958$619,399

IVANTI LICENSING AND PROFESSIONALSERVICES
Evidence and data. Licensing for Ivanti’s cloud andon-prem UEM solutions varied based on theinterviewees’ organizations’ number and type ofmodules included and the number of endpoints
managed. The average selling price of UEM for an
organization managing 10,000 endpoints is $180,000
or $18 per endpoint.
Ivanti also provided packages of professional

Risks. Costs will vary based on the following:The number and type of modules deployed.

The number of endpoints managed.

The amount of professional services, if any,
purchased.

Results. To account for these risks, Forrester
adjusted this cost upward by 5%, yielding a threeyear, risk-adjusted total PV (discounted at 10%) of$555,000.

services at different price points for the interviewees’organizations. A basic package of 40 hours to help
with installation and setup cost $12,000. For
additional support, organizations purchased
packages of hours with a dedicated Technical
Solutions Manager for an additional $30,000. Theinterviewees’ organizations took advantage of these
options in deploying and enhancing their Ivanti stack.
Modeling and assumptions. To model this cost forthe composite organization, Forrester assumes thecomposite organization pays $180,000 for licensing
in Year 1, $189,000 in Year 2 and $198,450 in Year3, reflecting 5% growth in the number of endpoints
managed. The composite organization alsopurchases the basic installation package ofprofessional services to deploy the solution, and theTechnical Solutions Manager package in subsequent
years for assistance with solution enhancements.

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

22

ANALYSIS OF COSTS

Ivanti Licensing And Professional Services
Ref.

MetricSourceF1

Ivanti licensing

Ivanti

F2

Ivanti professional services

IvantiFt

Ivanti licensing and professional
services

F1+F2

Risk adjustment↑5%

InitialYear 2

Year 3$180,000$189,000$198,450$12,000$0$30,000$30,000$12,000$180,000$219,000$228,450$189,000$229,950$239,873



Ivanti licensing and professional
services (risk-adjusted)

Ftr

Year 1$12,600

Three-year total: $671,423

Three-year present value: $554,679

DEPLOYMENT AND ONGOING MAINTENANCE
Evidence and data. The interviewed decision-“There’s a lot of overhead to set
it all up, but once it’s running,
there’s pretty seamlessintegration. The things Ivanti cando, it does really well. You justhave to know that they can do it,
and you have to know how to set
it up.”IT specialist, government

makers described their deployment and ongoing
maintenance costs of Ivanti’s UEM solutions asfollows:

Deployment. Interviewees took various
approaches for setting up and deploying Ivanti’s
UEM solutions. Two of the interviewees usedtheir prior tool to deploy Ivanti’s products. Most
also contracted with Ivanti to assist with
deployment. According to the director of IT andtelecom support: “It was pretty easy. Ivantihelped create the packages and we deployed it
through our old tool. Once Neurons was
deployed, we turned off what we didn’t need offor the endpoint management team took anotherthe old tool.”

five days.

The manager of infrastructure and endpoint

Ongoing maintenance. Interviewees estimateddelivery for the food production company also

100 hours per year were required for ongoingused their prior tool to deploy the package but

maintenance of Ivanti’s UEM solutions. According

chose to onboard Ivanti slowly over the course of

to the integration engineer for the footwear

a month to keep network traffic down. The

retailer, “I probably spend two hours a week plus

interviewee noted, “We had a team of two

another team member spends 5 to 10 hours per

manage that part of the deployment, two hours aweek.”

day over the course of a month.”

Outside of routine maintenance and oversight,

On average, deployment required two FTEs

interviewees estimated another 200 hours were

working over the course of one month. Training

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

23

ANALYSIS OF COSTS

Risks. Costs will vary based on the following:“Having Endpoint Manager
automate and function as cleanly
and as well as it does, I don’t
have to spend a lot of time with it
during the week, so that is ahuge benefit. It’s not causing us
a lot of work or costing a lot oftime.”
Integration engineer, footwear
retailer

Deployment may take a longer (or shorter) time
to complete.

Training costs will depend on the number ofindividuals receiving training.

More or less time may be required for ongoing
maintenance.

Upgrade project costs will depend on theirfrequency, duration, and deployment model.

Salaries may vary from assumptions in themodel.

Results. To account for these risks, Forrester
adjusted this cost upward by 10%, yielding a threeyear, risk-adjusted total PV of $65,000.
spent on upgrade projects, typically one a year,
to add to and enhance Ivanti’s solutions.
Modeling and assumptions. To model this cost forthe composite organization, Forrester assumes:

The initial deployment of Ivanti’s UEM solutions
requires two FTEs working over the course of
one month.

Five days of training is delivered to 15 FTEs
responsible for endpoint management.



The composite organization spends 100 hours on
ongoing maintenance over the course of each
year.



The composite organization spends 200 hours“Self-healing does add workload
but by managing it is to put thepiece in place, and then it’s selfmanaging after that. Once we’ve
built the packet that’s needed,
there’s nothing else to do except
just look at it every once in awhile, to make sure it’s working.”
Director of IT and telecom support,
deathcareper year on upgrade and enhancement projects
in subsequent years.
The annual salary of the IT professionals
responsible for endpoint management is $60,000
plus 35% benefits.

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

24

ANALYSIS OF COSTS

Deployment And Ongoing Maintenance
Ref.

MetricSourceInitialG1Internal labor spent on initial
deployment

Interviews$13,500

G2

Internal training for endpoint
administrators

Interviews$23,365

G3

Ongoing maintenance

G4
Gt

Gtr

Year 1

Year 2

Year 3

Interviews$3,894$3,894$3,894Upgrade projects

Interviews$0$7,788$7,788

Deployment and ongoing
maintenance

G1+G2+G3+G4$3,894$11,682$11,682

Risk adjustment↑10%$4,283$12,850$12,850

Deployment and ongoing
maintenance (risk-adjusted)
Three-year total: $70,535

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS$36,865
$40,552

Three-year present value: $64,720

25

Financial Summary
CONSOLIDATED THREE-YEAR RISK-ADJUSTED METRICS

Cash Flow Chart (Risk-Adjusted)
Total costs

Total benefits

Cumulative net benefits

Cash
flows

$2.5 M$2.0 M

The financial results calculated in the
Benefits and Costs sections can beused to determine the ROI, NPV, andpayback period for the composite
organization’s investment. Forrester
assumes a yearly discount rate of 10%
for this analysis.

$1.5 M

These risk-adjusted ROI,
NPV, and payback period
values are determined byapplying risk-adjustment
factors to the unadjusted
results in each Benefit andCost section.

$1.0 M$0.5 M-$0.5 M
InitialYear 1

Year 2

Year 3

Cash Flow Analysis (Risk-Adjusted Estimates)
InitialYear 1

Year 2

Year 3

Total

Present
Value($53,152)($193,283)($242,800)($252,723)($741,958)($619,399)

Total benefits$0$817,287$903,458$995,860$2,716,604$2,237,851

Net benefits($53,152)$624,003$660,657$743,137$1,974,646$1,618,452

Total costs

ROI
Payback period(months)

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

261%
<6

26

Appendix A: Total Economic
ImpactTotal Economic Impact is a methodology developed

PRESENT VALUE (PV)by Forrester Research that enhances a company’s

The present or current value oftechnology decision-making processes and assists(discounted) cost and benefit estimatesvendors in communicating the value proposition of

given at an interest rate (the discounttheir products and services to clients. The TEIrate). The PV of costs and benefits feed

methodology helps companies demonstrate, justify,

into the total NPV of cash flows.

and realize the tangible value of IT initiatives to bothsenior management and other key businessstakeholders.

NET PRESENT VALUE (NPV)TOTAL ECONOMIC IMPACT APPROACH

The present or current value ofBenefits represent the value delivered to the(discounted) future net cash flows given

business by the product. The TEI methodology

an interest rate (the discount rate). A

places equal weight on the measure of benefits andpositive project NPV normally indicatesthe measure of costs, allowing for a full examinationthat the investment should be made,of the effect of the technology on the entire

unless other projects have higher NPVs.

organization.
Costs consider all expenses necessary to deliver the

RETURN ON INVESTMENT (ROI)

proposed value, or benefits, of the product. The cost
category within TEI captures incremental costs overA project’s expected return inthe existing environment for ongoing costs

percentage terms. ROI is calculated byassociated with the solution.

dividing net benefits (benefits less costs)

Flexibility represents the strategic value that can beby costs.

obtained for some future additional investmentbuilding on top of the initial investment already made.

DISCOUNT RATE

Having the ability to capture that benefit has a PV
that can be estimated.
Risks measure the uncertainty of benefit and costestimates given: 1) the likelihood that estimates willmeet original projections and 2) the likelihood that
estimates will be tracked over time. TEI risk factors

The interest rate used in cash flow
analysis to take into account thetime value of money. Organizations
typically use discount rates between
8% and 16%.

are based on “triangular distribution.”

PAYBACK PERIOD
The initial investment column contains costs incurred at “time0” or at the beginning of Year 1 that are not discounted. Allother cash flows are discounted using the discount rate at theend of the year. PV calculations are calculated for each total
cost and benefit estimate. NPV calculations in the summary
tables are the sum of the initial investment and thediscounted cash flows in each year. Sums and present value
calculations of the Total Benefits, Total Costs, and Cash Flowtables may not exactly add up, as some rounding may occur.

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

The breakeven point for an investment.
This is the point in time at which net
benefits (benefits minus costs) equal
initial investment or cost.

27Appendix B: Supplemental Material
Related Forrester Research“The Future Of Endpoint Management,” Forrester Research, Inc., June 6, 2022.
“Role Profile: Head Of End-User Computing,” Forrester Research, Inc., April 5, 2022.
“Optimize Your Technology Stack To Become Future Fit,” Forrester Research, Inc., March 29, 2022.

Appendix C: Endnotes
1 Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s

technology decision-making processes and assists vendors in communicating the value proposition of theirproducts and services to clients. The TEI methodology helps companies demonstrate, justify, and realize thetangible value of IT initiatives to both senior management and other key business stakeholders.

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

28

THE TOTAL ECONOMIC IMPACT™ OF IVANTI UEM SOLUTIONS

29