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• IC Business Case: the business case establishing the business need for the internal consulting services group, as well as expected business results

• Cost / Expense Budget: tracking and summary of budgets, including costs and expenses, associated with normal operations as well as specific project work, as necessary

• Financial Management: management and reporting of the internal consulting group's operational finances, subject to given corporate P/L practices

Group leaders who formalize the business case for their services group can achieve several desirable outcomes including increased business sponsorship and commitment, better definition of their scope of authority and clear management of client expectations. Often the process of building the business case leads to a greater ability to secure client work and the appropriate funding. By defining expected business results, the business case also lays the foundation for how the group should track their value contribution.

Approaches to measuring an internal services group's value contribution include tracking usage, measuring client satisfaction (via formal surveys or informal feedback), quantifying ROI or cost savings, and calculating consultant day rates. All group leaders struggle with the pros and cons of which variables to measure to determine culture change, impact on business, and/or ROI. Whether a group charges back to their client or not, tracking value contribution is universally seen as important, although widely recognized as difficult.

Groups with management sponsorship will find it easier to demand the project related documentation/tracking and project follow-up information that will allow them to establish and demonstrate value. Groups with strong methodologies have the opportunity to incorporate a measurement and value qualification component within their methodology.

• Value Measures for OE Services

• Value Worksheet