Cisco Cisco Identity Services Engine Express License Bundle Libro blanco
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Appendix A: Composite
Organization Overview
Organization Overview
All of the customers interviewed were using Cisco ISE,
which enables inbound and outbound identity management.
A composite organization was developed based on
information and feedback from the interviewed
organizations, while maintaining interviewee confidentiality.
The composite organization initially adopted a solution
based on Cisco ISE to replace older Cisco NAC servers to
better manage and provision guest access. However,
finding ISE to be a useful and effective resource for
managing and checking devices that access the network,
the organization quickly expanded its use of Cisco’s
solutions to include guest access, policy networking, and
BYOD support.
which enables inbound and outbound identity management.
A composite organization was developed based on
information and feedback from the interviewed
organizations, while maintaining interviewee confidentiality.
The composite organization initially adopted a solution
based on Cisco ISE to replace older Cisco NAC servers to
better manage and provision guest access. However,
finding ISE to be a useful and effective resource for
managing and checking devices that access the network,
the organization quickly expanded its use of Cisco’s
solutions to include guest access, policy networking, and
BYOD support.
The composite organization, referred to as the organization:
›
Is a Forbes Global 2000 company with global reach but
that primarily does business in the United States.
›
Is a diversified business that includes direct sales of a
broad portfolio of products and services for both B2C and
B2B customers.
B2B customers.
›
Has 10,000 employees that average more than one
device per person (e.g., a computer and a phone).
Additionally, many have brought personal devices to
work, such as personal mobile phones and tablets. They
have requested access to work-related resources from
them, such as email and documents. More and more of
those requests include a desire to connect to LOB
systems, such as CRM access for sales reps using their
tablet device.
Additionally, many have brought personal devices to
work, such as personal mobile phones and tablets. They
have requested access to work-related resources from
them, such as email and documents. More and more of
those requests include a desire to connect to LOB
systems, such as CRM access for sales reps using their
tablet device.
›
Has about 100 guests who visit corporate offices each
day that request guest wireless access; this can be as
high as 1,000 for large events.
high as 1,000 for large events.
Appendix B: Total Economic Impact
Overview
Overview
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 their products and
services to clients. The TEI methodology helps companies
demonstrate, justify and realize the tangible value of IT
Forrester Research that enhances a company’s technology
decision-making processes and assists vendors in
communicating the value proposition of their products and
services to clients. The TEI methodology helps companies
demonstrate, justify and realize the tangible value of IT
initiatives to both senior management and other key
business stakeholders.
business stakeholders.
The TEI methodology consists of four components to
evaluate investment value: benefits, costs, risks and
flexibility.
evaluate investment value: benefits, costs, risks and
flexibility.
BENEFITS
Benefits represent the value delivered to the employee
organization — IT and/or business units — by the proposed
product or project. Often product or project justification
exercises focus just on IT cost and cost reduction, leaving
little room to analyze the effect of the technology on the
entire organization. The TEI methodology and the resulting
financial model place equal weight on the measure of
benefits and the measure of costs, allowing for a full
examination of the effect of the technology on the entire
organization. Calculation of benefit estimates involves a
clear dialogue with the employee organization to understand
the specific value that is created. In addition, Forrester also
requires that there be a clear line of accountability
established between the measurement and justification of
benefit estimates after the project has been completed. This
ensures that benefit estimates tie back directly to the
bottom line.
organization — IT and/or business units — by the proposed
product or project. Often product or project justification
exercises focus just on IT cost and cost reduction, leaving
little room to analyze the effect of the technology on the
entire organization. The TEI methodology and the resulting
financial model place equal weight on the measure of
benefits and the measure of costs, allowing for a full
examination of the effect of the technology on the entire
organization. Calculation of benefit estimates involves a
clear dialogue with the employee organization to understand
the specific value that is created. In addition, Forrester also
requires that there be a clear line of accountability
established between the measurement and justification of
benefit estimates after the project has been completed. This
ensures that benefit estimates tie back directly to the
bottom line.
COSTS
Costs represent the investment necessary to capture the
value, or benefits, of the proposed project. IT or the
business units may incur costs in the form of fully burdened
labor, subcontractors or materials. Costs consider all the
investments and expenses necessary to deliver the
proposed value. In addition, the cost category within TEI
captures any incremental costs over the existing
environment for ongoing costs associated with the solution.
All costs must be tied to the benefits that are created.
value, or benefits, of the proposed project. IT or the
business units may incur costs in the form of fully burdened
labor, subcontractors or materials. Costs consider all the
investments and expenses necessary to deliver the
proposed value. In addition, the cost category within TEI
captures any incremental costs over the existing
environment for ongoing costs associated with the solution.
All costs must be tied to the benefits that are created.
RISKS
Risk measures the uncertainty of benefit and cost estimates
contained within the investment. Uncertainty is measured in
two ways: 1) the likelihood that the cost and benefit
estimates will meet the original projections, and 2) the
likelihood that the estimates will be measured and tracked
over time. TEI applies a probability density function known
as “triangular distribution” to the values entered. At
minimum, three values are calculated to estimate the
underlying range around each cost and benefit.
contained within the investment. Uncertainty is measured in
two ways: 1) the likelihood that the cost and benefit
estimates will meet the original projections, and 2) the
likelihood that the estimates will be measured and tracked
over time. TEI applies a probability density function known
as “triangular distribution” to the values entered. At
minimum, three values are calculated to estimate the
underlying range around each cost and benefit.