IT service billings that are based on services that have been requested, delivered and fully documented create transparency for IT management and IT users. Modern IT departments are turning into service providers for their companies with a clearly defined portfolio of services and defined prices for internal customers or, as part of outsourcing activities, to external clients. With the increasing "commoditization" and "industrialization" of IT, managing costs solely at cost center level is no longer enough. With the introduction of the ITIL standards, one question appears on the agenda in a more and more prominent position: What is the cost of operating a process or providing a service?

The internal cost allocation and billing for IT services gives you a monetary valuation of the IT services and is a prerequisite for the introduction of appropriate benchmarks. The IT manager gets detailed information about services revenue, potential savings and cost factors.

IT becomes controllable. Revenue and cost drivers are identified and managed accordingly. A transparent cost allocation is also the basis for determining whether the effort to solve a particular issue is justified.

The internal cost allocation for IT services is realized via automatic and manual records. Charges will be made for, inter alia, IT services, IT applications, IT products and projects. Simple cost sharing models are supported next to a price catalog for clearly defined service offerings. Understanding and determining the true costs of IT processes enables a detailed calculation and analysis, as well as an assessment of IT operations with regard to their cost / benefit ratio.

Ultimately, the knowledge of all costs is the basis for a realistic price determination. Cost transparency promotes sustainable cost consciousness.

Regardless of whether costs are allocated for an internal IT department or an external IT provider, the service catalog adapts itself reliably and efficiently to the constantly changing IT structures and calculation models (for example, IT as a cost or profit center).