- How a traditional systems integration contract prices coordination work
- The three cost drivers that scale with headcount and the ones that do not
- Ticket composition before and after an orchestration layer is introduced
- Measuring the run model: cycle time, first-time-right rate, and cost per transaction
- What to ask for in a sourcing conversation to make the difference contractually visible
Built for: CIOs, IT finance partners, and sourcing leads reviewing an application management or systems integration contract.
What the session covers
Every systems integration contract prices coordination. The work of watching interfaces, chasing failed jobs, reconciling data between platforms, and validating releases is real work, and in a conventional model it is staffed. That is consultant density, and its cost grows with every additional platform, entity, and release in the estate.
This recorded session sets out the alternative. Orchestration density measures how much of that coordination is carried by designed, versioned workflows rather than by people. The session examines the run model of a multi-vendor estate under both approaches and is specific about where the difference shows up in a monthly service report.
The measurement question
Claims about automation are difficult to hold a supplier to unless the run model is measured. The session covers the four measures BCS uses in its own service reporting:
- Ticket composition. The share of incidents that are repetitive interface or batch failures rather than genuine exceptions.
- Cycle time. Elapsed time from event to resolution, separated from effort so automation is visible.
- First-time-right rate. How often a corrective action holds without a repeat incident.
- Cost per transaction. Total run cost divided by business volume, which is the only measure that exposes headcount-linked scaling.
Who should watch
CIOs, IT finance partners, and sourcing leads reviewing an application management or systems integration arrangement. The session closes with the questions that make the operating model visible during a supplier evaluation.