Fragmented Excel models consolidated into one automated system, run times cut to minutes, defensible chargebacks posted back into the general ledger.
Major international bank.
A business unit challenges its recharge, and the answer has to be a trace through the allocation, not a fortnight in a spreadsheet.
A new cost pool, a reorganized tower, a new driver. If every change is a services engagement, the model freezes and the business stops trusting it.
Mapped to towers and allocated by actual effort, not a fixed percentage. The hardest data in TBM and the most important.
From showback the business tolerates, to chargeback it accepts, to a model it uses to decide.
A model nobody can change is a model nobody trusts for long.
| Challenge | Why it fits this seat |
|---|---|
| Cost allocation and cost transparency | The core of the practice: every cost, all seven categories, with the trace in both directions. |
| Showback, chargeback and the Bill of IT | The full subsystem behind the report: rate cards, markups, true-ups and ERP output. |
| Labor and project cost | The staffing cost pool done properly, and the project portfolio on the same model. |
| Technology FP&A | The plan in the same towers and services as the actuals, so variance is one report. |
| Capability | What it gives this seat |
|---|---|
| IT Financial Management | Pre-built on the TBM taxonomy: towers, cost pools, services and the Bill of IT, with the general ledger as the source and journal export back into it. |
| Enterprise Allocation Modeling | The same engine without the opinion: shared services outside IT, profitability, transfer pricing, any cost object on your own framework. |
| Time Capture and Resource Planning | Actual hours into the staffing cost pool, with approval chains that make labor allocation defensible. |
Costed with an automated Bill of ICT, TBM-aligned, with cross-agency transparency.
eHealth Queensland.
MagicOrange is a member of the TBM Council. The standards page for TBM carries the detail.
