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A Forrester Total Economic
Impact™ Study
Commissioned By Raytheon
Trusted Computer Solutions
Project Director:
Shaheen Parks
October 2013
The Total Economic
Impact Of Raytheon
Trusted Computer
Solutions’ High Speed
Guard Single Company Analysis
Table Of Contents
Executive Summary .................................................................................... 3
Disclosures .................................................................................................. 4
TEI Framework And Methodology ............................................................ 5
Analysis ........................................................................................................ 5
Financial Summary ................................................................................... 11
RTCS High Speed Guard: Overview ....................................................... 12
Appendix A: Framework Assumptions .................................................. 13
Appendix B: Total Economic Impact™ Overview ................................. 14
Appendix C: Glossary ............................................................................... 15
Appendix D: Endnotes .............................................................................. 16
ABOUT FORRESTER CONSULTING
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short strategy session to custom projects, Forrester’s Consulting services connect
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© 2013, 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, RoleView, TechRadar, and Total Economic Impact
are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective
companies. For additional information, go to www.forrester.com.
3
Executive Summary
In March 2013, Raytheon Trusted Computer Solutions
(RTCS) commissioned Forrester Consulting to conduct a
Total Economic Impact™ (TEI) study and examine the
potential return on investment (ROI) enterprises may realize
by deploying High Speed Guard (HSG). The purpose of this
study is to provide readers with a framework to evaluate the
potential financial impact of HSG on their organizations.
To better understand the benefits, costs, and risks
associated with a HSG implementation, Forrester
interviewed an existing customer with multiple years of
experience using HSG. HSG provides technology for
sharing data between security domains. The solution allows
for the review and rapid, automated, and controlled transfer
of data across networks at different sensitivity levels. An
example would include declassifying a large pool of
documents and transferring them from a network with a
secret classification level to a public network.
Prior to HSG, this law enforcement agency had a highly
manual file transfer process. Due to security restrictions, this
process involved physical transfer of data from a private
industry to the agency. This required utilizing staff members
across the agency, taking those resources away from more
strategic efforts. With leadership open to investment in a
new approach, the agency began to look for a solution to
integrate people, process, and technology, leading them to
evaluate HSG. With HSG, the customer was able to
streamline and automate processes across key functions
and stakeholders, enabling them to meet their objectives
while increasing productivity and significantly reducing
costs. In particular, HSG’s technical capabilities made it a
good fit in a service-oriented infrastructure. As described by
the project leader, “The automation of manual processes
and reduction of administrative burden improves the
capability to expedite information sharing. Information
sharing increases communication and collaboration.”
AUTOMATING SECURE DATA TRANSFER WITH HSG
DRAMATICALLY INCREASES PRODUCTIVITY
Our interviews with a law enforcement agency customer
and subsequent financial analysis found the organization
experienced the risk-adjusted ROI, costs, and benefits
shown in Table 1.1
The risk-adjusted financial analysis points to present value
(PV) benefits of $7,355,189 in the first year versus
implementation costs of $1,503,709, adding up to a net
present value (NPV) of $5,851,480.
With HSG, approximately 70 internal and external resources
were able to redirect their efforts from administrative tasks
associated with file transfer to strategic value-add tasks in
line with their primary job requirements.
“The automation of manual processes and
reduction of administrative burden improves the
capability to expedite information sharing.”
Increased productivity led to savings of
approximately $7.3 million in the first year
(growing to an annual savings of $14 million).
Eliminating manual administrative tasks
presented the opportunity to redirect staff into
higher-value work.
TABLE 1
One-Year Risk-Adjusted ROI
ROI Payback period Total benefits (PV) Total costs (PV) NPV
389% 2 months $7,355,189 ($1,503,709) $5,851,480
Source: Forrester Research, Inc.
4
› Benefits. The organization we interviewed experienced
the following benefits:
• Improved productivity leading to cost reduction.
The law enforcement agency was able to redirect
the efforts of internal staff and reduce the reliance
on contractors, leading to a total productivity gain of
more than $14 million annually. We have included
two-thirds of this benefit in the first year of the
analysis, taking into account the time for
implementation. Forrester estimates that this
accounts for 35 internal and 35 external (contractor)
full-time equivalents (FTEs).
• Reduced backlog. The agency was able to
significantly reduce the backlog of manual transfer
approvals.
› Costs. The organization we interviewed experienced the
following costs:
• External fees for RTCS products and services
as well as third-party implementation. These are
initial fees for software, hardware, maintenance,
and third-party implementation assistance, totaling
$1.2 million.
• Internal costs for planning and implementation.
The cost captures the value of the time spent by the
internal team to work with RTCS in planning for and
deploying the solution. This required 500 hours, or
a total cost of approximately $22,000.
Disclosures
The reader should be aware of the following:
› The study is commissioned by RTCS and delivered by Forrester Consulting.
› 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 report to determine the appropriateness of an
investment in HSG.
› RTCS 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.
› The customer names for the interviews were provided by RTCS.
5
TEI Framework And Methodology
INTRODUCTION
From the information provided in the interviews, Forrester
has constructed a Total Economic Impact™ (TEI)
framework for those organizations considering implementing
RTCS’s HSG. The objective of the framework is to identify
the cost, benefit, flexibility, and risk factors that affect the
investment decision.
APPROACH AND METHODOLOGY
Forrester took a multistep approach to evaluate the impact
that RTCS’s HSG can have on an organization (see Figure
2). Specifically, we:
› Interviewed RTCS marketing, sales, and services
personnel, along with Forrester analysts, to gather data
relative to HSG and the marketplace for HSG.
› Interviewed a law enforcement agency currently using
HSG to obtain data with respect to costs, benefits, and
risks.
› Constructed a financial model representative of the
interviews using the TEI methodology. The financial
model is populated with the cost and benefit data
obtained from the interviews.
Forrester employed four fundamental elements of TEI in
modeling the impact of RTCS’s HSG:
› Costs.
› Benefits to the entire organization.
› Flexibility.
› Risk.
Given the increasing sophistication that enterprises have
regarding ROI analyses related to IT investments,
Forrester’s TEI methodology serves the purpose of
providing a complete picture of the total economic impact of
purchase decisions. Please see Appendix B for additional
information on the TEI methodology.
Analysis
Based on the interviews, Forrester constructed a TEI
framework and an ROI analysis that illustrate the areas
financially affected for the interviewed organization, a US
governmental law enforcement agency.
INTERVIEW HIGHLIGHTS
Prior to the interviewee’s use of HSG, the organization used
a highly manual process to manage data transfer between
classified and unclassified environments. This was an
inefficient process in both time and effort, as there was a
great deal of latency involved in obtaining manual approval
and waiting for manual transfer, which decreased staff
productivity as well as delayed projects and initiatives
requiring that data.
FIGURE 1
TEI Approach
Source: Forrester Research, Inc.
6
“The capability to transfer
unclassified data from classified
systems to unclassified systems by
utilizing [an] industry web services
model was the key factor in choosing
RTCS’s High Speed Guard.”
~ Cross domain unit chief
The composite organization selected HSG for its ability to
provide a configurable out-of-the-box solution that
minimized the amount of customization required, its proven
success in the industry, and its ability to automate the data
transfer and approval process.
After an extensive RFP and business case process
evaluating multiple vendors, the law enforcement agency
chose HSG and began deployment.
› Implementation took approximately four months (120
days).
› Part of the implementation process included a week of on-
site professional services provided by RTCS; this week
focused on training so that the organization could develop
product expertise and control configuration going forward.
The following figure shows the process flow at the
organization, as information moves between sensitive
environments.
“Our most important assets, the
personnel, have more time to focus on
critical success tasks and objectives.”
~ Cross domain unit chief
FIGURE 2
General Process Design
Source: Forrester Research, Inc.
7
BENEFITS
The composite organization experienced a single quantified
benefit in this case study, with additional implications for
operational effectiveness:
› Increased productivity due to the automation of formerly
manual processes.
› The ability to redeploy staff into more strategic work by
reducing the administrative burden on them.
While Forrester has not quantified the financial impact of
this benefit beyond the increase in productivity and the
associated cost savings, the interviewed organization
stressed that the ability to move staff away from tasks
associated with data transfer into higher-value work was
extremely important, and in some ways eclipsed even the
dramatic savings associated with the productivity gain.
Increased Productivity
The interviewed organization indicated that the primary
benefit from the HSG implementation was a reduction in
time and effort associated with the manual transfer of critical
sensitive data between classified and unclassified
environments. Prior to HSG, the agency had a number of
manual processes associated with file transfer, including
administrative tasks and manual transfer approval as well
as physical transfer of media that contained the necessary
data.
Following the HSG implementation, the interviewed
organization was able to automate a number of tasks
associated with the transfer of data between classified and
unclassified environments, leading to a huge productivity
gain. While the interviewee estimated that this benefit
yielded $14 million in cost savings on an annual basis, in
the first year, we delay the benefit to take into account the
four months required initially to implement the solution.
Therefore, this productivity benefit is only applicable for the
last eight months of the year. To capture this total, Forrester
has included two-thirds (66%) of the average annual benefit,
leading to a total benefit in the analysis of more than $8
million.
Redeployed Staff
For the agency, freeing up resources for more strategic
work was a high priority. Once the organization removed
staff members from these administrative tasks, they were
available to focus on their primary job requirements.
Although we have not quantified the value of this benefit
outside of the productivity benefit described in the previous
section, this was an important part of the decision to use
HSG.
TABLE 2
Increased Productivity: Significant Savings Associated With The Automation Of Data Transfer
Ref. Metric Calculation Year 1
A1 Internal resource fully loaded salary $95,040
A2 Number of internal resources repurposed
35
A3 Contracted resources 34.5
A4 Contractor hours (annual) A3*2,080 71,760
A5 Hourly rate (contractor) 150
A6 Length of year applicable (due to implementation time)
66%
A7 Labor savings A6*([A1*A2]+[A4*A5]) $9,299,664
Source: Forrester Research, Inc.
8
Total Benefits
Table 3 (below) shows the total of all benefits across the
five areas listed above as well as PVs discounted at 10%.
COSTS
The composite organization experienced two major cost
categories associated with the HSG solution:
› Direct costs associated with RTCS as well as third-party
implementation assistance.
› Internal costs due to time spent on planning,
implementation, and administration.
These represent the mix of internal and external costs
experienced by the interviewed organization for initial
planning, implementation, and ongoing maintenance
associated with the solution.
RTCS And Third-Party Costs
The external costs in this category fall into multiple types:
software, servers, maintenance, RTCS professional
services, routers, firewalls, and third-party implementation
services. The breakdown of these costs is shown in Table 4.
Although the maintenance charges span three years, this
analysis is only over the first year. Forrester notes that when
the interviewed customer purchased HSG, the product was
sold as a Government-Off-The-Shelf (GOTS) solution.
Today, HSG is sold as a Commercial-Off-The-Shelf (COTS)
solution in line with RTCS’s other cross domain products.
While the GOTS price structure has no cost for software
and higher services costs, with COTS, customers can
expect these to be reversed.
It should be noted that this agency identified additional costs
pertaining to routers, firewalls, and third-party integration
that are not necessarily required for the implementation of
HSG.
Table 4 RTCS HSG Costs
Ref. Metric Initial
B1 Software 0
B2 Servers (HSG servers and HSG
admin console servers) 87,762
B3 Maintenance 214,870
B4 RTCS professional services 418,522
B5 Additional costs (routers, firewalls,
third-party integration) 478,846
Bt RTCS HSG costs $1,200,000
Source: Forrester Research, Inc.
Internal Administration Cost
From the customer’s side, a number of resources
participated in the planning and implementation process to
get the system configured and up and running. The
interviewed organization estimates this internal effort at
approximately 500 hours. With an average hourly rate of
$45.69 (based on an annual average fully loaded resource
cost of $95,040), this leads to a total cost of $22,846 in the
initial period. Additionally, we include the costs associated
with two FTEs to account for the time spent across the team
TABLE 3
Total Benefits (Non-Risk-Adjusted)
Benefit Year 1 Total PV
Labor savings $9,299,664 $9,299,664 $8,454,240
Total benefits $9,299,664 $9,299,664 $8,454,240
Source: Forrester Research, Inc.
9
in configuring and maintaining the system on an ongoing
basis, at an annual cost of $186,425.
Total Costs
Table 5 shows the total of all costs, which were a
combination of upfront and ongoing costs. Over the
analysis, the composite organization expects total costs to
come to approximately $1.22 million.
Table 5
Total Costs
Cost category Initial Ongoing
RTCS HSG costs ($1,200,000)
Internal administration
costs ($22,846) ($186,425)
Total costs (original) ($1,222,846) ($186,425)
Source: Forrester Research, Inc.
FLEXIBILITY
Flexibility, as defined by TEI, represents an investment in
additional capacity or capability that could be turned into
business benefit for some future additional investment. This
provides an organization with the right or the ability to
engage in future initiatives but not the obligation to do so.
There are multiple scenarios in which a customer might
choose to implement HSG and later realize additional uses
and business opportunities. Flexibility would also be
quantified when evaluated as part of a specific project
(described in more detail in Appendix B).
For the purposes of this financial analysis, Forrester has not
quantified the impact of the strategic flexibility provided by
the RTCS HSG solution. However, the interviewed
customer did identify several areas in which flexibility played
a key role:
› According to the interviewed agency, HSG enables a
trained administrator to maintain the solution and create
new data flows without the use of RTCS professional
services. This was a key benefit because it afforded the
agency the opportunity to maintain control over its
environment and adapt to changes as needed.
› As stated by the interviewee, “The agency is now more
agile and able to add data flows on demand.”
RISK
Forrester defines two types of risk associated with this
analysis: implementation risk and impact risk.
Implementation risk is the risk that a proposed investment in
HSG may deviate from the original or expected
requirements, resulting in higher costs than anticipated.
Impact risk refers to the risk that the business or technology
needs of the organization may not be met by the investment
in HSG, resulting in lower overall total benefits. The greater
the uncertainty, the wider the potential range of outcomes
for cost and benefit estimates.
Quantitatively capturing investment and impact risk by
directly adjusting the financial estimates results in more
meaningful and accurate estimates and a more accurate
projection of the ROI. In general, risks affect costs by raising
the original estimates, and they affect benefits by reducing
the original estimates. The risk-adjusted numbers should be
taken as realistic expectations since they represent the
expected values considering risk.
The following implementation risks that affect costs are
identified as part of this analysis:
› As the pricing structure has changed (COTS versus
GOTS) for current customers and therefore may differ
TABLE 6
Cost And Benefit Risk Adjustments
Costs Low
Most
likely High Mean
RTCS HSG costs 100% 100% 125% 108%
Internal
administration
costs
100% 100% 125% 108%
Benefits Low
Most
likely High Mean
Increased
productivity 50% 100% 110% 87%
Source: Forrester Research, Inc.
10
from the costs paid by the interviewed agency, we have
applied a medium level of risk adjustment for the RTCS
costs.
The following impact risks that affect benefits are identified
as part of the analysis:
› The benefit included in this analysis was highly dependent
on the particular use case for the interviewee. While
Forrester expects that productivity gains are likely for
most environments moving from manual to automated
tasks, we have applied a high risk adjustment to this
category to account for the variability in this benefit.
Table 6 shows the values used to adjust for risk and
uncertainty in the cost and benefit estimates. The TEI model
uses a triangular distribution method to calculate risk-
adjusted values. To construct the distribution, it is necessary
to first estimate the low, most likely, and high values that
could occur within the current environment. The risk-
adjusted value is the mean of the distribution of those
points. Readers are urged to apply their own risk ranges
based on their own degree of confidence in the cost and
benefit estimates.
11
Financial Summary
The financial results calculated in the Costs and Benefits
sections can be used to determine the ROI, NPV, and
payback period for the organization’s investment in HSG.
These are shown in Table 7 below.
Table 8 below shows the risk-adjusted ROI, NPV, and
payback period values. These values are determined by
applying the risk-adjustment values from Table 6 in the Risk
section to the cost and benefits numbers in Tables 3 and 5.
TABLE 7
Cash Flow: Non-Risk-Adjusted
Cash flow: original estimates
Initial Year 1 Total PV
Costs ($1,222,846) ($186,425) ($1,409,271) ($1,392,323)
Benefits $0 $9,299,664 $9,299,664 $8,454,240
Net benefits ($1,222,846) $9,113,239 $7,890,393 $7,061,917
ROI
507%
Payback period
1.6 months
Source: Forrester Research, Inc.
TABLE 8
Cash Flow: Risk-Adjusted
Cash flow: risk-adjusted estimates
Initial Year 1 Total PV
Costs ($1,320,674) ($201,339) ($1,522,012) ($1,503,709)
Benefits $0 $8,090,708 $8,090,708 $7,355,189
Net benefits ($1,320,674) $7,889,369 $6,568,695 $5,851,480
ROI
389%
Payback period
2 months
Source: Forrester Research, Inc.
12
RTCS High Speed Guard: Overview
THE NEED FOR SECURE INFORMATION SHARING
As governments, agencies, and the private sector focus on
the need to collaborate and share critical information,
protecting and improving how that information is transferred
between various networks becomes paramount. The most
sensitive intelligence must often be sanitized and made
accessible to various services, agencies, forces, and
coalitions as quickly as possible. At the same time, data
from a wide variety of sources must be transferred to
protected enclaves for processing and analysis. The sharing
and movement of this data are essential to the rapid,
accurate, and precise execution of government and
organizational missions. The persistent threat of cyber
attack, penetration, and data loss requires that only the
most secure methods are utilized to allow the sharing and
transfer of classified or sensitive data.
HIGH SPEED GUARD
HSG is an accredited software solution that enables highly
complex bi-directional automated data transfers between
multiple domains or networks. HSG supports large
enterprise systems with comparatively low administration
costs, making it the ideal choice for large-scale deployments
that require rapid automated data transfer. HSG has
demonstrated the fastest bi-directional transfer rates of any
guard technology. A typical HSG deployment is able to
sustain transfer rates of more than 9 gigabits per second
(Gb/s) on dual processor commodity servers, running a
hardened Red Hat Enterprise Linux operating system with a
strict Security Enhanced Linux policy.
HSG is included in the Unified Cross Domain Management
Office (UCDMO) Cross Domain Baseline list as an
accredited and operational cross domain transfer solution.
Because HSG is an operationally accredited system, the
certification and accreditation process is streamlined for
individual installations.
FEATURES AND BENEFITS
HSG has a number of features and benefits that make it the
most widely used transfer guard in the industry. These
include:
› Sustaining the industry’s fastest transfer rates of more
than 9 Gb/s on a 2 CPU platform.
› Being included on the UCDMO Cross Domain Baseline
list.
› Being customer configurable for simplified management
and maintenance.
› Enabling real-time video streaming while providing
unparalleled control and auditing.
› Supporting multiple application protocols and adaptability
for custom interfaces.
› Providing highly customizable data validation rules for
maximum flexibility.
› Supporting complex web services.
CONCLUSION
With hundreds of customers and more than a decade and a
half of success, RTCS is an industry leader in cross domain
solutions. The company’s products have a proven track
record of proactively preventing government and
commercial organizations from being compromised, while
fostering the secure access and transfer of information. This
allows the RTCS cross domain products to strike the right
balance between information protection and information
sharing — a vital component to national security. HSG is a
secure transfer solution that solves the difficult problem of
satisfying security needs while enhancing information
sharing.
13
Appendix A: Framework Assumptions
FRAMEWORK ASSUMPTIONS
Table 9 provides the model assumptions that Forrester used
in this analysis.
The discount rate used in the PV and NPV calculations is
10%, and the time horizon used for the financial modeling is
one year. Organizations typically use discount rates
between 8% and 16% based on their current environment.
Readers are urged to consult with their respective
company’s finance department to determine the most
appropriate discount rate to use within their own
organizations.
TABLE 9
Model Assumptions
Ref. Metric Calculation Value
C1 Average fully loaded internal
resource salary $95,040
C2 Average internal resource hourly
rate C1/2,080 $46
C3 Average contractor hourly rate $150
Source: Forrester Research, Inc.
14
Appendix B: Total Economic Impact™ Overview
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.
The TEI methodology consists of four components to
evaluate investment value: benefits, costs, risks, and
flexibility.
BENEFITS
Benefits represent the value delivered to the user
organization — IT and/or business units — by the proposed
product or project. Often product or project justification
exercises focus just on IT cost and cost reduction, leaving
little room to analyze the effect of the technology on the
entire organization. The TEI methodology and the resulting
financial model place 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. Calculation of benefit estimates involves a
clear dialogue with the user organization to understand the
specific value that is created. In addition, Forrester also
requires that there be a clear line of accountability
established between the measurement and justification of
benefit estimates after the project has been completed. This
ensures that benefit estimates tie back directly to the bottom
line.
COSTS
Costs represent the investment necessary to capture the
value, or benefits, of the proposed project. IT or the
business units may incur costs in the form of fully burdened
labor, subcontractors, or materials. Costs consider all the
investments and expenses necessary to deliver the
proposed value. In addition, the cost category within TEI
captures any incremental costs over the existing
environment for ongoing costs associated with the solution.
All costs must be tied to the benefits that are created.
RISK
Risk measures the uncertainty of benefit and cost estimates
contained within the investment. Uncertainty is measured in
two ways: 1) the likelihood that the cost and benefit
estimates will meet the original projections, and 2) the
likelihood that the estimates will be measured and tracked
over time. TEI applies a probability density function known
as “triangular distribution” to the values entered. At a
minimum, three values are calculated to estimate the
underlying range around each cost and benefit.
FLEXIBILITY
Within the TEI methodology, direct benefits represent one
part of the investment value. While direct benefits can
typically be the primary way to justify a project, Forrester
believes that organizations should be able to measure the
strategic value of an investment. Flexibility represents the
value that can be obtained for some future additional
investment building on top of the initial investment already
made. For instance, an investment in an enterprisewide
upgrade of an office productivity suite can potentially
increase standardization (to increase efficiency) and reduce
licensing costs. However, an embedded collaboration
feature may translate to greater worker productivity if
activated. The collaboration can only be used with additional
investment in training at some future point in time. However,
having the ability to capture that benefit has a PV that can
be estimated. The flexibility component of TEI captures that
value.
15
Appendix C: Glossary
Discount rate: The interest rate used in cash flow analysis
to take into account the time value of money. Although the
Federal Reserve Bank sets a discount rate, companies
often set a discount rate based on their business and
investment environment. Forrester assumes a yearly
discount rate of 10% for this analysis. Organizations
typically use discount rates between 8% and 16% based on
their current environment. Readers are urged to consult
their respective organization to determine the most
appropriate discount rate to use in their own environment.
Net present value (NPV): 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.
Present value (PV): 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.
Payback period: The breakeven point for an investment.
This is the point in time at which net benefits (benefits minus
costs) equal initial investment or cost.
Return on investment (ROI): A measure of a project’s
expected return in percentage terms. ROI is calculated by
dividing net benefits (benefits minus costs) by costs.
A NOTE ON CASH FLOW TABLES
The following is a note on the cash flow tables used in this
study (see the example table below). The initial investment
column contains costs incurred at “time 0” or at the
beginning of Year 1. Those costs are not discounted. All
other cash flows in Years 1 through 3 are discounted using
the discount rate (shown in the Framework Assumptions
section) at the end of the year. PV calculations are
calculated for each total cost and benefit estimate. NPV
calculations are not calculated until the summary tables and
are the sum of the initial investment and the discounted
cash flows in each year.
TABLE [EXAMPLE]
Example Table
Ref. Category Calculation Initial cost Year 1 Year 2 Year 3 Total
Source: Forrester Research, Inc.
16
Appendix D: Endnotes
1 Forrester risk-adjusts the summary financial metrics to take into account the potential uncertainty of the cost and benefit
estimates. For more information on Risk, please see page 9.
