The key takeaways
- Describe the operational problem before requesting prices.
- Compare scope, assumptions and exclusions on the same basis.
- Agree onboarding, reporting and handover responsibilities.
Start with the business problem
A managed IT service should address a problem you can describe: employees wait too long for help, branch systems are inconsistent, important updates are missed or your internal team has no time for improvement projects. Write down the recurring impact before comparing providers. A clear brief makes it easier to evaluate whether a proposal will improve the way your organisation operates.
What determines the cost?
The number of users is only one input. Devices, servers, business applications, locations, service hours, remote access, technical complexity and the condition of the environment all affect the work required. An organisation with several branches and ageing systems needs a different operating model from a small cloud-based office. Ask the provider to explain its assumptions instead of comparing a single monthly figure.
Separate support, licences and projects
A transparent proposal distinguishes recurring support from software subscriptions, backup storage, connectivity and once-off project work. Check how after-hours work, on-site visits, new locations and major changes are charged. Ask whether onboarding includes an assessment and documentation, and identify any initial remediation that must be completed before the service can operate effectively.
Compare the service, not just the price
Look for a defined service catalogue, a list of supported systems and clear responsibility for third-party services. Understand how incidents are prioritised, how escalation works and how changes are approved. A response target is not the same as a guaranteed resolution time. Your agreement should explain both the service commitment and the dependencies that can affect it.
Plan for the South African operating environment
Consider the actual needs of each location: connectivity options, access arrangements, travel requirements and the impact of a power or circuit outage. Confirm which work is remote, which activities require a site visit and how local responsibilities are handled. Avoid assuming that a support contract automatically includes replacement equipment, backup connectivity or power infrastructure.
Define what improvement will look like
Before onboarding, agree a small set of measures such as ticket ageing, repeat incidents, patch coverage or asset-record completeness. Review the trend and the actions taken, rather than collecting reports without decisions. Include a practical exit process covering credentials, configurations, documentation and the transfer of responsibility if the service relationship changes.
Managed IT for your organisation.
Give your team dependable support and your business a clearer view of its technology. We manage the everyday IT work, address recurring issues and help you plan the next improvement.
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