A Forrester Total Economic Impact™ Study Commissioned By Cortex, July 2024
Software development remains an enormous subset of the broader technology industry — especially as more and more organizations shift away from hardware solutions to take advantage of the cloud and software as a service (SaaS). Despite the massive importance of software development, developer teams are still struggling with decentralized processes around organizing their people and technology. According to a recent Forrester survey, only one in nine surveyed developers said that their organization has a dedicated team focusing on development experience.1 Organizations that take steps to improve the developer experience in a way that promotes positive business outcomes stand to gain a unique advantage.
Cortex is an internal developer portal (IDP) that centralizes all engineering team data, systems, and standards to eliminate friction in building and maintaining high quality software.
Cortex commissioned Forrester Consulting to conduct a Total Economic Impact™ (TEI) study and examine the potential return on investment (ROI) enterprises may realize by deploying Cortex IDP.2 The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of Cortex IDP on their organizations.
Return on investment (ROI)
224%
Net present value (NPV)
$4.41M
To better understand the benefits, costs, and risks associated with this investment, Forrester interviewed four representatives with experience using Cortex IDP. For the purposes of this study, Forrester aggregated the interviewees’ experiences and combined the results into a single composite organization that is a software company with $500 million in annual revenue and 2,800 employees.
Interviewees said that prior to using Cortex IDP, their organizations struggled to centralize — or often even define — processes around software development. Their organizations were growing rapidly, and they lacked the time or resources to document software components, enforce standards of creation, track ownership over time, and ensure visibility for developers, managers, and executives. Manual, ad hoc, and disjointed processes surrounding how software was built created avoidable inefficiencies that left the interviewees’ organizations scrambling to support the velocity and reliability demanded by organizationwide growth initiatives. Prior attempts to internally develop some semblance of a developer portal or platform were frequently unsuccessful or sidetracked by more urgent projects.
After the investment in Cortex IDP, the interviewees increased visibility into software health, project status, and developer productivity, enabling them to more easily identify bottlenecks and resolve issues. The total cost of ownership of having to build or maintain their own system of record was reduced. Software development with Cortex sped up, with less time spent on maintenance, context-switching, status reporting, and searching for information.
Quantified benefits. Three-year, risk-adjusted present value (PV) quantified benefits for the composite organization include:
Quantitative benefits. Benefits that provide value for the composite organization but are not quantified for this study include:
Costs. Three-year, risk-adjusted PV costs for the composite organization include:
The representative interviews and financial analysis found that a composite organization experiences benefits of $6.38 million over three years versus costs of $1.97 million, adding up to a net present value (NPV) of $4.41 million and an ROI of 224%.
Productivity savings for engineer FTEs using Cortex
20%
“Before, if I wanted to understand our operational health, I had to go to [multiple different tools]. Now, I can go to Cortex and understand where each service is at a glance thanks to the scorecards. Pulling this information in from a variety of places is a massive time-saver.”
SVP, director of engineering enablement, sports
Return on investment (ROI)
Benefits PV
Net present value (NPV)
Payback
From the information provided in the interviews, Forrester constructed a Total Economic Impact™ framework for those organizations considering an investment in Cortex IDP.
The objective of the framework is to identify the cost, benefit, flexibility, and risk factors that affect the investment decision. Forrester took a multistep approach to evaluate the impact that Cortex IDP can have on an organization.
Interviewed Cortex stakeholders and Forrester analysts to gather data relative to Cortex IDP.
Interviewed four representatives at organizations using Cortex IDP to obtain data about costs, benefits, and risks.
Designed a composite organization based on characteristics of the interviewees’ organizations.
Constructed a financial model representative of the interviews using the TEI methodology and risk-adjusted the financial model based on issues and concerns of the interviewees.
Employed four fundamental elements of TEI in modeling the investment impact: benefits, costs, flexibility, and risks. Given the increasing sophistication of ROI analyses related to IT investments, Forrester’s TEI methodology provides a complete picture of the total economic impact of purchase decisions. Please see Appendix A for additional information on the TEI methodology.
Readers should be aware of the following:
This study is commissioned by Cortex and delivered by Forrester Consulting. It is not meant to be used as a competitive analysis.
Forrester makes no assumptions as to the potential ROI that other organizations will receive. Forrester strongly advises that readers use their own estimates within the framework provided in the study to determine the appropriateness of an investment in Cortex IDP.
Cortex reviewed and provided feedback to Forrester, but Forrester maintains editorial control over the study and its findings and does not accept changes to the study that contradict Forrester’s findings or obscure the meaning of the study.
Cortex provided the customer names for the interviews but did not participate in the interviews.
Consulting Team:
Sam Sexton
Matt Dunham
Role | Industry | Employees | Annual Revenue |
---|---|---|---|
Engineering manager | HR SaaS | 2,800 | $175M |
SVP, director of engineering enablement | Sports | 3,000 | $1B |
Platform engineer | Software | 1,400 | $178M |
Engineering director | Media | 610 | $500M |
Before Cortex, the interviewees’ organizations either completely lacked any form of a developer portal or had built their own makeshift solution of documentation, process oversight, and/or service catalog systems. Processes were often ill-defined, as was visibility into which team members were required for which tasks. Gathering and maintaining any information around these issues required significant internal effort.
The interviewees noted how their organizations struggled with common challenges, including:
The interviewees’ organizations searched for a solution that could:
“[Before Cortex], we had a service catalog and before that, we had spreadsheets. … Our compliance and certification team told us it was very hard to keep these up to date.”
Platform engineer, software company
“We used a variety of platforms to promote documentation standards or promote the availability of products for developers, whether with business messaging apps, town halls, or newsletters. None of them were able to bring the developer community together.”
SVP, director of engineering enablement, sports
Based on the interviews, Forrester constructed a TEI framework, a composite company, and an ROI analysis that illustrates the areas financially affected. The composite organization is representative of the four interviewees, and it is used to present the aggregate financial analysis in the next section. The composite organization has the following characteristics:
Description of composite. The composite is a software organization that has a total of 2,800 full-time employees and is worth $500 million. It has a global reach and operates with a 75% profit margin.
Deployment characteristics. The composite organization initially deploys Cortex to a small subset of its engineering team. This subset integrates Cortex with all of their activities and uses Cortex for active development work for about one-third of their time. This team, and the number of software components developed using Cortex, increase by 10% each year as adoption increases within the organization.
Ref. | Benefit | Year 1 | Year 2 | Year 3 | Total | Present Value |
---|---|---|---|---|---|---|
Atr | Improved engineering productivity | $990,900 | $1,089,180 | $1,201,500 | $3,281,580 | $2,703,672 |
Btr | Improved management productivity on service development | $365,513 | $402,064 | $442,270 | $1,209,846 | $996,852 |
Ctr | Increased revenue from improved engineering velocity | $286,875 | $315,563 | $344,250 | $946,688 | $780,231 |
Dtr | Reduced total cost of ownership | $763,300 | $763,300 | $763,300 | $2,289,900 | $1,898,214 |
Total benefits (risk-adjusted) | $2,406,588 | $2,570,106 | $2,751,320 | $7,728,014 | $6,378,969 | |
Evidence and data. The interviewees told Forrester that Cortex helped their organization’s engineering teams realize significant time savings in a variety of areas:
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Risks. Factors that could impact the size of the benefit for organizations include:
Results. To account for these risks, Forrester adjusted this benefit downward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $2.7 million.
20%
Total productivity savings for engineering FTEs using Cortex
“We had worked out a cadence for context-switching, but it might take someone an hour or two to work it out. Whereas now, that’s zero hours. That’s gone.”
Engineering director, media
Ref. | Metric | Source | Year 1 | Year 2 | Year 3 |
---|---|---|---|---|---|
A1 | Engineering FTEs using Cortex for projects | Composite | 70 | 77 | 85 |
A2 | Fully burdened annual salary for an engineer | TEI standard | $156,000 | $156,000 | $156,000 |
A3 | Productivity savings on development due to avoided context switching | Interviews | 5% | 5% | 5% |
A4 | Productivity savings on development due to aggregating information during an incident | Interviews | 5% | 5% | 5% |
A5 | Productivity savings around managing dependencies and onboarding | Interviews | 5% | 5% | 5% |
A6 | Productivity savings around service provisioning | Interviews | 5% | 5% | 5% |
A7 | Subtotal: Total productivity savings due to Cortex | A3+A4+A5+A6 | 20% | 20% | 20% |
A8 | Teamwide engineering FTE hours per year spent on gathering metrics | Interviews | 240 | 240 | 240 |
A9 | Fully burdened hourly rate for an engineer | A2/2,080 hours per year | $75 | $75 | $75 |
A10 | Productivity recapture | TEI standard | 50% | 50% | 50% |
At | Improved engineering productivity | (A1*A2*A7)+ (A9* A8*A10) | $1,101,000 | $1,210,200 | $1,335,000 |
Risk adjustment | ↓10% | ||||
Atr | Improved engineering productivity (risk-adjusted) | $990,900 | $1,089,180 | $1,201,500 | |
Three-year total: $3,281,580 | Three-year present value: $2,703,672 |
Evidence and data. In addition to saving time for individually contributing developers, Cortex’s aggregation of information on metrics, processes, and employee skills proved valuable for team leaders at the interviewees’ organizations.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Risks. Factors that could impact the size of this benefit for organizations include:
Results. To account for these risks, Forrester adjusted this benefit downward by 5%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $997,000.
75%
Time savings on project management tasks for impacted software and projects due to Cortex
“Managers wouldn’t have been able to do this at all before Cortex. It was analysis paralysis. Cortex has such a broad array of metrics and tooling, and I think very few developer leaders would have been successful in getting a full overview.”
SVP, director of engineering enablement, sports
Ref. | Metric | Source | Year 1 | Year 2 | Year 3 |
---|---|---|---|---|---|
B1 | Software components built per year using Cortex | Composite | 300 | 330 | 363 |
B2 | Team lead hours spent on metrics, migration and initiatives, reporting, and other tasks per component | Composite | 24 | 24 | 24 |
B3 | Time savings on these tasks due to Cortex | Interviews | 75% | 75% | 75% |
B4 | Fully burdened hourly rate for a team lead | TEI standard | $95 | $95 | $95 |
B5 | Productivity recapture | TEI standard | 75% | 75% | 75% |
Bt | Improved management productivity on software development | B1*B2*B3*B4*B5 | $384,750 | $423,225 | $465,548 |
Risk adjustment | ↓5% | ||||
Btr | Improved management productivity on software development (risk-adjusted) | $365,513 | $402,064 | $442,270 | |
Three-year total: $1,209,846 | Three-year present value: $996,852 |
Evidence and data. Interviewees told Forrester that in addition to saving effort on projects, Cortex also accelerated the velocity of delivering services and products, increasing revenue as a result.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Risks. Factors that could impact the size of this benefit for organizations include:
Results. To account for these risks, Forrester adjusted this benefit downward by 15%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $780,000.
25%
Improved time to market for projects impacted by Cortex
“Our development velocity is improving. … We can definitely attribute some of that success to the [Cortex] portal.”
SVP, director of engineering enablement, sports
Ref. | Metric | Source | Year 1 | Year 2 | Year 3 |
---|---|---|---|---|---|
C1 | Revenue-generating projects per year impacted by Cortex (rounded) | B1*10% | 30 | 33 | 36 |
C2 | Average time to market for revenue-generating projects impacted by Cortex (weeks) | Composite | 8 | 8 | 8 |
C3 | Reduction in time to market due to Cortex | Interviews | 25% | 25% | 25% |
C4 | Additional weeks on market per revenue-generating project | C2*C3 | 2 | 2 | 2 |
C5 | Weekly revenue per revenue-generating project | Assumption | $7,500 | $7,500 | $7,500 |
C6 | Profit margin | Composite | 75% | 75% | 75% |
Ct | Increased revenue from improved engineering velocity | C1*C4*C5*C6 | $337,500 | $371,250 | $405,000 |
Risk adjustment | ↓15% | ||||
Ctr | Increased revenue from improved engineering velocity (risk-adjusted) | $286,875 | $315,563 | $344,250 | |
Three-year total: $946,688 | Three-year present value: $780,231 |
Evidence and data. The interviewees’ organizations attempted to build their own documentation and systems of record before using Cortex and manually managed integrations between their various tools and homegrown systems. For many of the interviewees, Cortex eliminated several of these tasks and responsibilities.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Risks. Factors that could impact the size of this benefit for organizations include:
Results. To account for these risks, Forrester adjusted this benefit downward by 15%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $1.9 million.
6 FTEs
Reallocated due to lower TCO of Cortex
“Our integrations are configured in such a way that we systematically pull in the right information, and presto! The engineering leader has information they never would have been able to capture themselves. … Cortex knows where to find the right information.”
SVP, director of engineering enablement, sports
Ref. | Metric | Source | Year 1 | Year 2 | Year 3 |
---|---|---|---|---|---|
D1 | Engineers managing manual integrations before Cortex | Interviews | 2 | 2 | 2 |
D2 | Fully burdened annual salary for an engineer | A2 | $156,000 | $156,000 | $156,000 |
D3 | Engineers managing front end of prior services before Cortex | Interviews | 2 | 2 | 2 |
D4 | Fully burdened annual salary for a front-end engineer | TEI standard | $149,000 | $149,000 | $149,000 |
D5 | Infrastructure team members managing prior documentation and service catalog issues | Interviews | 2 | 2 | 2 |
D6 | Fully burdened annual salary for an infrastructure team member | TEI standard | $144,000 | $144,000 | $144,000 |
Dt | Reduced total cost of ownership | (D1*D2)+(D3*D4)+ (D5*D6) | $898,000 | $898,000 | $898,000 |
Risk adjustment | ↓15% | ||||
Dtr | Reduced total cost of ownership (risk-adjusted) | $763,300 | $763,300 | $763,300 | |
Three-year total: $2,289,900 | Three-year present value: $1,898,214 |
Interviewees mentioned the following additional benefits that their organizations experienced but were not able to quantify:
“We’ve improved our time to restore, and I can attribute some of that to Cortex.”
Engineering manager, HR SaaS
The value of flexibility is unique to each customer. There are multiple scenarios in which a customer might implement Cortex IDP and later realize additional uses and business opportunities, including:
Flexibility would also be quantified when evaluated as part of a specific project (described in more detail in Appendix A).
“Without Cortex, we cannot grow quickly. We’d be blind. We have hundreds of services and it’s not possible to keep them up to date manually.”
Platform engineer, software
Ref. | Cost | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
---|---|---|---|---|---|---|---|
Etr | Total implementation and ongoing management costs | $103,500 | $358,800 | $358,800 | $358,800 | $1,179,900 | $995,782 |
Ftr | Ongoing usage and onboarding costs | $0 | $257,400 | $124,740 | $137,214 | $519,354 | $440,182 |
Gtr | Licensing costs | $0 | $196,560 | $216,216 | $237,510 | $650,286 | $535,827 |
Total costs (risk-adjusted) | $103,500 | $812,760 | $699,756 | $733,524 | $2,349,540 | $1,971,791 | |
Evidence and data. Interviewees described their experiences with implementing and managing Cortex for their organizations:
Modeling and assumptions. For the composite organization, Forrester assumes the following:
Risks. Factors that could impact the size of this cost for organizations include:
Results. To account for these risks, Forrester adjusted this cost upward by 15%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $996,000.
10 weeks
Time required for the composite organization to implement Cortex
“Cortex was very easy to get started … it was very straightforward. We had a team of three that made it ready for general adoption.”
SVP, director of engineering enablement, sports
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | |
---|---|---|---|---|---|---|---|
E1 | Engineers required to work on initial implementation | Interviews | 3 | ||||
E2 | Implementation length (weeks) | Interviews | 10 | ||||
E3 | Fully burdened weekly rate for an engineer | A9*40 hours | $3,000 | ||||
E4 | Subtotal: Initial implementation effort | E1*E2*E3 | $90,000 | ||||
E5 | Engineer FTEs required for platform maintenance and report generation/presentation | Interviews | 2 | 2 | 2 | ||
E6 | Fully burdened annual salary for an engineer | A2 | $156,000 | $156,000 | $156,000 | ||
E7 | Subtotal: Cortex platform management and report generation costs | E5*E6 | $312,000 | $312,000 | $312,000 | ||
Et | Total implementation and ongoing management costs | E4+E7 | $90,000 | $312,000 | $312,000 | $312,000 | |
Risk adjustment | ↑15% | ||||||
Etr | Total implementation and ongoing management costs (risk-adjusted) | $103,500 | $358,800 | $358,800 | $358,800 | ||
Three-year total: $1,179,900 | Three-year present value: $995,782 |
Evidence and data. Interviewees explained that part of using Cortex included getting up to speed with services onboarded onto the platform, as well as the time required to work toward final development.
Modeling and assumptions. For the composite organization, Forrester assumes the following:
Risks. Factors that could impact the size of this cost for organizations include:
Results. To account for these risks, Forrester adjusted this cost upward by 5%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $515,000.
8 hours
Average time to train a new engineer on Cortex
“[Getting up to speed on services] can be a few hours to a few days. … Even taking a few days is a big improvement in terms of active labor.”
Platform engineer, software
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | |
---|---|---|---|---|---|---|---|
F1 | Number of services and projects deployed using Cortex | B1 | 300 | 330 | 363 | ||
F2 | Fully burdened hourly rate for an engineer | A9 | $75 | $75 | $75 | ||
F3 | Average engineering hours per service and project to come up to speed on usage with Cortex | Interviews | 4 | 4 | 4 | ||
F4 | Subtotal: Cost of onboarding services and projects with Cortex | F1*F2*F3 | $90,000 | $99,000 | $108,900 | ||
F5 | Net-new users needing to be onboarded on Cortex each year | 240 initial users, 10% growth | 240 | 24 | 26 | ||
F6 | Onboarding hours required per developer | Interviews | 8 | 8 | 8 | ||
F7 | Subtotal: Cost of onboarding developers to Cortex | F5*F6*F2 | $144,000 | $14,400 | $15,840 | ||
Ft | Ongoing usage and onboarding costs | F4+F7 | $0 | $234,000 | $113,400 | $124,740 | |
Risk adjustment | ↑10% | ||||||
Ftr | Ongoing usage and onboarding costs (risk-adjusted) | $0 | $257,400 | $124,740 | $137,214 | ||
Three-year total: $519,354 | Three-year present value: $440,182 |
Evidence and data. Cortex charges organizations a monthly per-user license fee for usage of the platform.
Modeling and assumptions. For the composite organization, Forrester assumes the following:
Risks. Factors that could impact the size of this cost for organizations include:
Results. To account for these risks, Forrester adjusted this cost upward by 5%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $536,000.
$780
Annual fee per Cortex seat holder
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | |
---|---|---|---|---|---|---|---|
G1 | Total seat holders for Cortex | Composite | 240 | 264 | 290 | ||
G2 | Annual license fee per seat holder | $65*12 months | $780 | $780 | $780 | ||
Gt | Licensing costs | G1*G2 | $0 | $187,200 | $205,920 | $226,200 | |
Risk adjustment | ↑5% | ||||||
Gtr | Licensing costs (risk-adjusted) | $0 | $196,560 | $216,216 | $237,510 | ||
Three-year total: $650,286 | Three-year present value: $535,827 |
The financial results calculated in the Benefits and Costs sections can be used to determine the ROI, NPV, and payback period for the composite organization’s investment. Forrester assumes a yearly discount rate of 10% for this analysis.
These risk-adjusted ROI, NPV, and payback period values are determined by applying risk-adjustment factors to the unadjusted results in each Benefit and Cost section.
Initial | Year 1 | Year 2 | Year 3 | Total | Present Value | |
---|---|---|---|---|---|---|
Total costs | ($103,500) | ($812,760) | ($699,756) | ($733,524) | ($2,349,540) | ($1,971,791) |
Total benefits | $0 | $2,406,588 | $2,570,106 | $2,751,320 | $7,728,014 | $6,378,969 |
Net benefits | ($103,500) | $1,593,828 | $1,870,350 | $2,017,796 | $5,378,474 | $4,407,178 |
ROI | 224% | |||||
Payback | <6 months | |||||
Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-making processes and assists vendors in communicating the value proposition of their products and services to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of IT initiatives to both senior management and other key business stakeholders.
Benefits represent the value delivered to the business by the product. The TEI methodology places equal weight on the measure of benefits and the measure of costs, allowing for a full examination of the effect of the technology on the entire organization.
Costs consider all expenses necessary to deliver the proposed value, or benefits, of the product. The cost category within TEI captures incremental costs over the existing environment for ongoing costs associated with the solution.
Flexibility represents the strategic value that can be obtained for some future additional investment building on top of the initial investment already made. Having the ability to capture that benefit has a PV that can be estimated.
Risks measure the uncertainty of benefit and cost estimates given: 1) the likelihood that estimates will meet original projections and 2) the likelihood that estimates will be tracked over time. TEI risk factors are based on “triangular distribution.”
The present or current value of (discounted) cost and benefit estimates given at an interest rate (the discount rate). The PV of costs and benefits feed into the total NPV of cash flows.
The present or current value of (discounted) future net cash flows given an interest rate (the discount rate). A positive project NPV normally indicates that the investment should be made unless other projects have higher NPVs.
A project’s expected return in percentage terms. ROI is calculated by dividing net benefits (benefits less costs) by costs.
The interest rate used in cash flow analysis to take into account the time value of money. Organizations typically use discount rates between 8% and 16%.
The breakeven point for an investment. This is the point in time at which net benefits (benefits minus costs) equal initial investment or cost.
The initial investment column contains costs incurred at “time 0” or at the beginning of Year 1 that are not discounted. All other cash flows are discounted using the discount rate at the end of the year. PV calculations are calculated for each total cost and benefit estimate. NPV calculations in the summary tables are the sum of the initial investment and the discounted cash flows in each year. Sums and present value calculations of the Total Benefits, Total Costs, and Cash Flow tables may not exactly add up, as some rounding may occur.
Related Forrester Research
Developer Experience Is New Territory For Most, Forrester Research, Inc., May 13, 2024.
Top Recommendations For Development Leaders, 2024, Forrester Research, Inc., May 6, 2024.
1 Base: 30 developer experience leaders and nine developers; Forrester’s Q4 2023/Q1 2024 Developer Experience Survey.
2 Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-making processes and assists vendors in communicating the value proposition of their products and services to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of IT initiatives to both senior management and other key business stakeholders.
Forrester provides independent and objective research-based consulting to help leaders deliver key transformation outcomes. Fueled by our customer-obsessed research, Forrester’s seasoned consultants partner with leaders to execute on their priorities using a unique engagement model that tailors to diverse needs and ensures lasting impact. For more information, visit forrester.com/consulting.
© Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. Forrester®, Technographics®, Forrester Wave, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies.
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