Presumably what management really would like to know is how many dollars 
(euros, whatever currency you're working in) was saved. How you go about 
calculating that depends...

If you're under Tailored Fit Pricing with IBM your IBM software bill is based 
on the CPU time you consume over the year. You should have two numbers from IBM 
the: the baseline cost per "MSU" (really MSU hour) and the lower (50%?) 
incremental cost per MSU that kicks in after you've reached your baseline for 
the year. Note that TFP contracts are individually negotiated but my 
understanding is that in most contracts, reducing your MSU-hours consumed below 
the annual baseline won't reduce the actual money you're committed to send to 
IBM. But you could still argue that the value of MSU-hours saved is that 
baseline cost per MSU. 

Converting from CPU time to MSU-hours is relatively straight-forward:

MSU-hours consumed = (MSU Rating of Machine / GPs of the machine) * CPU-seconds 
/ 3600

If your TFP agreement says that you pay $x / MSU for your baseline and $y / MSU 
for your incremental beyond the baseline, multiply by the appropriate number 
depending on whether you're going to be above or below the baseline for the 
year. (Recognizing that if you're below, you may not actually be reducing the 
money sent to IBM.)

That's one of TFP's selling points: you can more directly relate CPU 
consumption to your software costs. 

If you don't have TFP you're most likely under WLC (Workload License Charges) 
and your IBM MLC software bill is based on the peak rolling 4 hour average for 
the month. If that's the case, you first have to determine if you reduced that 
peak. If you didn't, you didn't save anything. If you did, then you need to 
find your incremental MLC cost per MSU. That is not the average cost/MSU. Your 
IBM MLC rep should be able to help with this. 

There may be an argument to be made that if you removed workload from your 
peak, but the peak didn't go down because other latent demand immediately 
consumed that capacity, well presumably there was some business value in that 
other work getting done sooner. (If there wasn't then think about whether that 
work needs to run in the peak!)

If you're not under TFP, separate from MLC, your IBM IPLA/PPA software is 
likely not based on the R4HA and is likely based on some amount of paid-for 
capacity (which could be less than your hardware capacity). Typically, reducing 
your usage won't reduce those (usually annual) maintenance charges until/unless 
you give back some of your purchased license capacity. But then you'll have to 
re-purchase that license capacity if you need it back in the future. 

ISV software costs are of course dependent on your software contracts. You may 
possibly have a combination of all 3 of the aforementioned models. 

Then there's the whole hardware cost point of view too. For many customers this 
is somewhat abstract and is something along the lines of "if we're reducing our 
utilization maybe we can delay an eventual hardware upgrade". Putting a dollar 
value on that may be... difficult. 

But if you're regularly doing Capacity On Demand to add more capacity, and 
you've enabled efficiencies that have let you avoid a COD event, then the 
savings from that should be fairly obviously the cost of that COD that you 
avoided. 

Understanding the real dollar impact of tuning efforts is important but 
obviously requires knowledge of how your billing is arranged. We've seen 
customers who've saved significant real dollars from tuning to avoid COD or 
reducing their peak utilization under R4HA. But we've also seen customers 
who've not saved real dollars at all because they were paying for the R4HA peak 
and they were only affecting things that were off-peak. For customers trying to 
move workload off from the mainframe, it can sometimes be hard to reduce 
mainframe costs until they've moved off really significant amounts of workload. 
(Notice I didn't use the word "savings" in the previous sentence: whether the 
mainframe is cheaper or more expensive than the environment they're moving too 
is a yet deeper discussion!)

Scott Chapman

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