Skip to content

Return on IT Investment (REI)

Return on IT Investment (REI)

Return on IT Investment & Economic Justification Analysis

1. Overview: An Analysis That Proves Economic Feasibility by Systematically Calculating IT Investment Costs and Benefits, Return on IT Investment Analysis

    flowchart LR
    A["The need for IT investment<br/>rests on subjective claims,<br/>making budget hard to secure"] --"Quantify<br/>costs and benefits"--> B["Economic indicators —<br/>ROI, NPV, PP, IRR —<br/>objectively expressed as numbers"] --"Persuade management,<br/>gain investment approval"--> C["Data-driven justification<br/>of IT investment"]

    style A fill:#FFEBEE,stroke:#D32F2F,color:#000
    style B fill:#E3F2FD,stroke:#1976D2,color:#000
    style C fill:#E8F5E9,stroke:#388E3C,color:#000
  

Definition: A decision-support analysis framework that systematically identifies and quantifies the total cost and expected benefits of an investment in an IT system, service, or project, and proves the investment’s economic feasibility using financial metrics such as ROI, NPV, PP, and IRR.

Characteristics: (Quantifying benefits is central) Converting productivity gains, cost savings, and revenue increases into monetary terms. (Linked to preliminary feasibility studies) For public informatization projects, calculating the cost-benefit ratio (B/C ratio) is mandatory as part of a preliminary feasibility study. (Supplements intangible benefits) Hard-to-quantify intangible benefits — brand image, employee satisfaction, stronger security — are assessed separately, qualitatively.


2. Core Structure of Return on IT Investment Analysis

A. Cost-Benefit Analysis Structure

    flowchart TD
    subgraph COST["Cost items"]
        direction LR
        C1["Initial investment cost<br/>Hardware/software<br/>build, development, adoption"]
        C2["Operating cost (OpEx)<br/>Maintenance, licensing<br/>labor, training"]
        C3["Transition cost<br/>Data migration<br/>decommissioning the old system"]
    end

    subgraph BENEFIT["Benefit items"]
        direction LR
        B1["Direct benefits<br/>Cost savings, revenue gains<br/>productivity improvements monetized"]
        B2["Indirect benefits<br/>Fewer errors, better quality<br/>value of reduced risk"]
        B3["Intangible benefits<br/>Brand, satisfaction<br/>stronger compliance"]
    end

    COST --> NET["Net benefit<br/>= total benefit - total cost"]
    BENEFIT --> NET

    style COST    fill:#FFEBEE,stroke:#D32F2F,color:#B71C1C
    style BENEFIT fill:#E8F5E9,stroke:#388E3C,color:#1B5E20
    style NET     fill:#1E3A5F,stroke:#1E3A5F,color:#fff
  

Benefit Quantification Methodology

Benefit TypeQuantification MethodExample Calculation
Staff productivity gain(time saved × hourly labor cost) × annual case volume2 hours/month saved × 50 people × KRW 50,000/hour = KRW 60M/year
Fewer errors/reworkcost of handling an error × reduction rateKRW 100,000 per case × 200 cases/month × 30% reduction = KRW 72M/year
Downtime avoidedreduction in MTTR × revenue lost per hour2 incidents/month × 2 hours × KRW 10M lost/hour = KRW 480M/year
Paper/materials savingsexisting cost × reduction rateKRW 50M/year printing cost × 70% reduction = KRW 35M/year

B. Key Metrics for Return on IT Investment and How to Calculate Them

    flowchart LR
    subgraph R1[" "]
        direction LR
        M1["ROI (Return on Investment)<br/>net benefit / total investment × 100<br/>Higher = more attractive"]
        M2["PP (Payback Period)<br/>total investment / annual net benefit<br/>Shorter = lower risk"]
    end
    subgraph R2[" "]
        direction LR
        M3["NPV (Net Present Value)<br/>PV of benefits - PV of costs<br/>Positive → feasible"]
        M4["B/C Ratio (Cost-Benefit Ratio)<br/>PV of benefits / PV of costs<br/>≥ 1.0 → feasible"]
    end

    style M1 fill:#E3F2FD,stroke:#1976D2,color:#000
    style M2 fill:#F3E5F5,stroke:#7B1FA2,color:#000
    style M3 fill:#FFF3E0,stroke:#F57C00,color:#000
    style M4 fill:#E8F5E9,stroke:#388E3C,color:#000
    style R1 fill:none,stroke:none
    style R2 fill:none,stroke:none
  

Example Calculation of Return-on-IT-Investment Metrics — a Cloud Migration Project

ItemAmount
Total investment (3 years)KRW 1.5B
— Cloud build/migrationKRW 500M
— Annual cloud operating cost (3 years)KRW 1B
Total expected benefit (3 years)KRW 2.4B
— Savings on data-center/server maintenanceKRW 900M
— Efficiency in infrastructure operations staffKRW 600M
— Benefit of improved service availabilityKRW 600M
— Value of scalability/agilityKRW 300M
ROI(2.4B - 1.5B) / 1.5B × 100 = 60%
Payback period (PP)1.5B / (2.4B / 3 years) = 1.875 years ≈ 22 months
NPV (10% discount rate)~KRW 520M (positive → feasible)
B/C Ratio2.4B / 1.5B = 1.6 (above 1.0 → feasible)

Economic Analysis Criteria for Public Informatization Projects

CriterionContentNotes
B/C RatioA ratio of 1.0 or higher establishes economic feasibilityThe core metric in a preliminary feasibility study
NPVPositive → the investment is feasibleUses the social discount rate
Analysis horizon5-20 years depending on project typeInformation systems: typically 5-10 years
Discount rateSocial discount rate of 4.5% (Korea)Private sector: based on WACC

3. Expected Benefits and Practical Application of Return on IT Investment Analysis

CategoryKey Expected BenefitApplication & Practical Use
Securing budgetPersuades management and budget teams with data-driven feasibilityState ROI, PP, and NPV figures and their derivation in the IT project proposal
PrioritizationRanks multiple IT projects by comparing their economicsPrioritize annual IT budget allocation by each project’s ROI
Public procurementEvidence for passing a preliminary feasibility study for informatization projectsProve feasibility with the B/C ratio and calculated social benefits
Performance managementVerifies effectiveness by tracking realized benefits after investmentMeasure actual ROI 1-2 years after completion and report performance against plan