Teamwork Collection, which includes Jira, Confluence, Loom, and Rovo, creates ROI not only through license cost savings but mainly by removing operational “friction.” Its greatest value lies in connecting goals, plans, documentation, and communication in one shared system, helping reduce coordination costs.
If you are not familiar with Teamwork Collection, you can learn more here.
Key sources of ROI include:
This article recommends measuring ROI based on specific metric groups that can be converted into financial value:
| Value area | Key measurement metrics |
|---|---|
| Project performance | Project success rate, cycle time, percentage of reworked tasks |
| Information search | Search time, repeated questions, meetings held only for status updates |
| Employee onboarding | Time-to-productivity, number of support hours from managers |
| IT governance | Number of duplicate tools removed, system administration hours |
| Revenue impact | Proposal cycle time, win rate improvement through better coordination |
The ROI of Teamwork Collection should be calculated by taking the total financial value created and subtracting the full cost of licenses, setup, integration, training, and operations.
Basic formula:
This calculation helps CIOs avoid a common mistake: saying “the team works more efficiently” without converting that improvement into financial value. A CFO will not ask whether the team likes the tool. A CFO will ask: how much cost is saved, how much additional revenue is created, how long the payback period is, and what risks are involved.
With Teamwork Collection, ROI should not be measured by adoption metrics such as the number of pages created, tickets closed, or Loom videos recorded. Those metrics only show whether the tool is being used. Real ROI needs to answer a different question: does using this tool reduce cost or accelerate business outcomes?
A baseline should be measured for 30 days before implementing Teamwork Collection to understand where the organization is currently losing money.
There is no need to measure too many things. Choose 5–7 metrics that can be converted into cost:
| Metric group | How to measure the baseline | Example data to collect |
|---|---|---|
| Information search time | Quick survey, search logs, team interviews | 45 minutes/person/day |
| Meetings only for status updates | Filter calendar meetings tagged as status updates or alignment | 3 hours/person/week |
| New employee onboarding | Number of days until a new employee can work independently | 20 days |
| Handoff time between teams | Time from Sales to Delivery or from Product to Tech | 5 days |
| Reworked tasks | Percentage of reopened tasks due to missing context or unclear requirements | 12% |
| Admin tool stack | IT/admin hours spent on users, permissions, licenses, and support | 40 hours/month |
| Delivery cycle time | Number of days from request to proposal or go-live | 14 days |
After the baseline is available, the business should select a sample workflow for implementation. Examples include project delivery, onboarding, sales-to-delivery handoff, or knowledge management.
Without a baseline, ROI after implementation can easily become subjective.
Projects become more successful when goals, tasks, documents, decisions, and execution status are connected in the same workflow.
Many projects do not fail because the team lacks capability. They fail because information is fragmented. When managers want to understand the real status, they have to ask each person individually. When the team wants to understand why the scope changed, they have to search through chat, email, meeting notes, or ask someone who was involved from the beginning.
A useful benchmark is the study by Enterprise Strategy Group, commissioned by Atlassian. According to Atlassian, organizations using Atlassian work management recorded a 25% reduction in project length and an increase in project success rate from 57% to 75%.
This is not a Teamwork Collection-specific result. However, it is a strong proof point for CIOs to understand how a unified work management system can affect delivery performance.
Speed-to-market can be calculated by multiplying the number of weeks saved by the business value created each week when a product, feature, or project goes live earlier.
Formula:
Speed-to-Market Value = Number of weeks saved × Business value/week when the project is live × Conservative conversion rate
Example for an internal project or digital product:
| Assumption | Value |
|---|---|
| Current delivery time | 12 weeks |
| Delivery time after workflow standardization | 10 weeks |
| Weeks saved | 2 weeks |
| Business value/week when live | 150,000,000 VND |
| Conservative conversion rate | 50% |
Calculation:
Speed-to-market value = 2 × 150,000,000 × 50% = 150,000,000 VND/project
If the business has 8 projects per year:
150,000,000 × 8 = 1.2 billion VND/year
A 50% conversion rate makes the business case more realistic. A project going live earlier does not always create 100% of the financial value immediately.
With Teamwork Collection, delivery speed can improve when goals are stored in Confluence, tasks are managed in Jira, decisions are documented, updates are shared through Loom, and Rovo helps managers summarize project status faster.
Information search time is one of the easiest metrics to convert into financial value when measuring the ROI of Teamwork Collection.
In many organizations, the problem is not a lack of information. The problem is that information is stored in too many places.
A decision may sit in meeting notes. A requirement may be in Jira. An explanation may be in Loom. A proposal file may be stored on Drive. The final discussion may be in chat. The person who remembers the context best may be on leave or already moved to another team.
At that point, employees are not truly working. They are searching for the conditions that allow them to work.
In the study by Enterprise Strategy Group, commissioned by Atlassian, organizations using Atlassian work management recorded a 50% reduction in time spent searching for information.
For CIOs, this metric is easy to include in a business case. If a knowledge worker spends a few hours per week finding documents, asking about past decisions, or checking the latest version of a file, the cost grows quickly when multiplied across the organization.
Formula:
Search Time Saving = Number of employees × Hours saved/person/month × Cost/hour × Productivity recovery rate
Example for a company with 500 knowledge workers:
| Assumption | Value |
|---|---|
| Number of affected employees | 500 people |
| Current information search time | 45 minutes/person/day |
| Reduction after implementation | 30% |
| Working days/month | 22 days |
| Fully loaded employee cost | 180,000 VND/hour |
| Recoverable productivity rate | 50% |
Calculation:
A 30% reduction is a conservative assumption. ESG’s benchmark records a 50% reduction in information search time, but an internal business case should not use the full benchmark as a guaranteed commitment.
The important point is not to convert 100% of saved time into money. One hour saved from searching does not automatically become one hour of revenue-generating work. A productivity recovery rate of 40–60% is more realistic when presenting the case to a CFO.
Time-to-value for new employees should be included in the business case because slow onboarding costs time for new hires, managers, and existing team members.
New employees are usually not slow because they lack onboarding documents. They are slow because they do not understand how work actually happens: which goals the team is prioritizing, which tasks are blocked, where key decisions are stored, who owns each area, and how the official process differs from day-to-day operations.
If this information is scattered across chat, personal files, old meetings, and the memory of a few people, ramp-up time will be extended.
The Forrester TEI study for Atlassian Confluence recorded an 18% reduction in onboarding time for knowledge workers after Confluence was implemented at an organizational scale. Atlassian also noted that the same report recorded $415K in savings from eliminating alternative tools and reducing administrative costs.
Formula:
Onboarding Saving = Number of new employees/year × Reduced ramp-up days × Cost/day × Productivity recovery rate
You can also add:
Buddy Saving = Number of new employees/year × Reduced support hours × Buddy cost/hour
Example for an organization hiring 80 knowledge workers per year:
| Assumption | Value |
|---|---|
| Number of new employees/year | 80 people |
| Current ramp-up time | 20 days |
| Reduction after implementation | 20% |
| Reduced days/person | 4 days |
| Fully loaded employee cost | 1,500,000 VND/day |
| Productivity recovery rate | 50% |
| Reduced buddy support/person | 6 hours |
| Buddy cost | 250,000 VND/hour |
Calculation:
Confluence helps standardize knowledge. Jira helps new employees see real work in progress. Loom helps explain context faster. Rovo helps employees ask questions and retrieve information more easily. The value comes from the whole onboarding flow, not from a standalone document repository.
Revenue teams coordinate faster when Sales, Marketing, Solution, Delivery, and Customer Success share the same context about customers, opportunities, and next steps.
A CRM shows which stage a deal is in. But it often does not contain enough context for teams to coordinate well.
Customer information may sit in multiple places: deal stage in CRM, proposal in a separate folder, meeting notes in someone’s personal file, pain points in email, technical feedback in chat, case studies in a marketing folder, and follow-up tasks in each person’s private checklist.
Teamwork Collection can help close this gap by placing account context, documents, action items, and internal updates into one shared workflow.
There are 2 simple ways to calculate this value.
Revenue Team Saving = Number of deals/month × Hours saved/deal × Cost/hour × Productivity recovery rate
Example:
| Assumption | Value |
|---|---|
| Number of deals handled/month | 80 deals |
| Time saved/deal | 2 hours |
| Average cost of Sales/Solution team members | 250,000 VND/hour |
| Productivity recovery rate | 70% |
Annual savings:
80 × 2 × 250,000 × 70% × 12 = 336,000,000 VND
Revenue Impact = Additional or retained deals × Gross profit/deal × Workflow contribution rate
Example:
| Assumption | Value |
|---|---|
| Number of deals/year | 300 deals |
| Win rate improvement from better follow-up and handoff | 1% |
| Additional deals | 3 deals |
| Gross profit/deal | 120,000,000 VND |
| Workflow contribution rate | 50% |
Calculation:
Revenue impact = 3 × 120,000,000 × 50% = 180,000,000 VND/year
The second method should be used carefully because revenue is affected by many factors: market conditions, pricing, sales capability, product strength, and brand. To avoid inflated ROI, only a portion of the value should be attributed to Teamwork Collection, for example 30–50%, unless there is clear experimental data.
A convincing business case should combine the value categories and subtract the full first-year cost.
Example assumption for a 500-employee organization:
| Value area | Annual value |
|---|---|
| Reduced information search time | 2.67 billion VND |
| Reduced status update meetings | 720 million VND |
| Faster onboarding | 360 million VND |
| Speed-to-market from 8 projects/year | 1.2 billion VND |
| Better revenue team execution | 336 million VND |
| Total value created | 5.28 billion VND/year |
First-year cost should include all major cost items:
| Cost area | Annual cost |
|---|---|
| Teamwork Collection license | 2.4 billion VND |
| Setup and configuration | 400 million VND |
| Integration with existing systems | 300 million VND |
| Training and enablement | 250 million VND |
| Change management | 200 million VND |
| Admin/maintenance | 150 million VND |
| Total first-year cost | 3.7 billion VND |
ROI calculation:
The ROI of Teamwork Collection should be calculated carefully because productivity gains are easy to overstate.
| Principle | How to apply it |
|---|---|
| Do not convert 100% of saved time into money | Use a productivity recovery rate of 40–70% |
| Do not double-count value | If reduced search time is already included in reduced meetings, do not count the full value twice |
| Do not attribute all revenue uplift to the tool | Allocate only 30–50% if workflow is one of several contributing factors |
| Do not ignore hidden costs | Include setup, training, integration, change management, and admin |
| Do not use benchmarks instead of real data | Benchmarks are for reference; ROI must be measured against the customer’s baseline |
The way to convince a CFO is not to present the biggest possible ROI number. A more convincing approach is to show a model with clear assumptions, a baseline, a defined pilot scope, and a Go/No-go point after 60–90 days.
If search time only drops by 10% after the pilot instead of 30%, the business case is still useful because the organization now has real data. If one workflow does not create enough ROI, it can be stopped early. If another workflow shows clear value, the CIO has a basis to expand it to other teams.
The ROI of Teamwork Collection should be measured using operational data and converted into financial value, not based only on the feeling that “teams collaborate better.”
The most important metrics to track are project success rate, search time, onboarding time, meeting reduction, admin cost, speed-to-market, and revenue execution. When these metrics are measured before and after implementation, Teamwork Collection is no longer just a software purchase. It becomes a verifiable business case.
Contact the BiPlus team for a free consultation on Teamwork Collection tailored to your business.
