TU/e notebook program - Technische Universiteit Eindhoven

Another reason is that if a problem cannot be solved by the student the service support
employee does not have to go to the workplace, because it is a notebook it can be transferred
to the support employee.
As far as the financial benchmark is concerned, it is clear that the salaries take up a large
portion of the IT budget. But also the portfolio of services, like with the personnel benchmark,
and the components that the budget consists of are of influence. The data for the financial
benchmark that were obtained during the interviews are very different, as stated before: for
instance, the inclusion of telephony in the budget can make a significant difference.
Therefore it is nearly impossible to extract a result from the financial benchmark, and
impossible to do so with just arguments.
5.4 Answering the research questions
5.4.1 Introduction
In this section the research question and sub questions as stated in section 1.5.2 are answered.
Some of the sub questions are already extensively answered for in the various parts of this
report, for those questions a recapitulation and a reference to the relevant chapters and
sections will be given.
To finally come to the answering of the research question, first all sub questions must be
answered, in order to come to a proper answer on the main research question.
5.4.2 Answering the sub questions
Sub question 1. What are the existing evaluation methods?
The existing methods can be divided in different categories; each with its own approach,
advantages, and disadvantages. A distinction can be made between:
• financial approach
• multi-criteria approach
• ratio approach
• portfolio approach
A description of these approaches, their objectives, and their strengths and weaknesses is
presented in chapter two. Also a choice for a method is made to perform the evaluation on the
notebook program of Eindhoven University of Technology, that specific method is described
in more detail in the same chapter.
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