Industry report busprofserv

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Industry report busprofserv

  1. 1. MeasureIT Industry Benchmarking Report IT Financial Metrics: Business and Professional Services
  2. 2. MeasureIT Industry Benchmarking Report IT Financial Metrics: Business and Professional Services Introduction This report is representative of the IT spending practices of an average business/professional services organization. Detailed demographics and peer group information are available on page six of this report. While you will find this report useful as a gauge for evaluating your industry as a whole, you may find a report containing your own answers benchmarked against your industry to be more helpful. How to get your own Custom Report To generate a report like this one specific to your organization, visit the MeasureIT program pages: MeasureIT for Budgeting MeasureIT for Staffing All of the metrics included in this industry report will be customized based on your responses to an in-depth questionnaire. You report is generated immediately once you have answered the questions. Please visit one of the links above to build your own benchmarking report.
  3. 3. Respondent name: Sample Bus & Prof Svc Company name: Info-Tech Respondant Email: BPSvc@infotech.com Executive Summary The following table identifies how your high level financial metrics compare those of your peer group. Your metric value Your quartile rank 25th Percentile Median 75th Percentile Number of Peers Operational budget to revenue 5.09% 3rd 0.61% 2.35% 8.33% 40 Operational budget to staff $7,200 3rd $1,333 $2,500 $7,200 40 Operational budget to IT staff $270,000 4th $57,143 $87,500 $137,500 40 Capital budget to revenue 1.34% 3rd 0.34% 0.64% 2.08% 40 Capital budget to staff $1,893 3rd $594 $1,653 $2,613 40 Capital budget to IT staff $71,000 3rd $13,125 $28,571 $72,537 40 At a high level your spending levels appear to be in-line with your peers. You should be striking a reasonable balance between spending and providing service to the business. Review the metrics that follow in more detail to determine how you compare to your peers.
  4. 4. Benchmarking Goes Beyond Cost Justification/Savings Use metrics to benchmark, analyze, and track performance. Consider your operational and capital spending versus various peer groups for improvement Metrics and benchmarking information can help diagnose problem areas early and point to areas Making decisions about spending levels in a bubble is challenging — benchmarking metrics can help make the right decisions Set goals to better align spending with peer groups and right-size operational and capital budgeting with best practice IT shops Use benchmarking data to help management and staff understand what they are accountable for — and why Good benchmarking information can form the foundation for continuous improvement in many areas - including IT spending.
  5. 5. Info-Tech's MeasureIT Financial Metrics Overview This custom benchmarking report provides you with: • Metrics to help understand how your IT budgeting levels compare to your peers • High level comparisons of key top level metrics • Detailed granular financial metrics • Implications of your individual financial metrics compared to your peer group • An action plan to help with your particular situation • Recommended research to help you take the steps necessary to optimize spending levels This benchmarking report is customized for you, and compares your metrics to: • A custom peer group containing enterprises that match you as closely as possible • Your peer group is defined by demographic information, such as industry, size (revenue and staff), complexity, growth (revenue and IT budget), and involvement in outsourcing • In addition to comparisons with your custom peer group throughout the metrics overview, key top level metrics also compare your metrics to other organizations based on the criteria outlined above (i.e. compare your metric to all others in your industry without consideration for other variables)
  6. 6. Your Peer Group Below is the composition of your peer group based on your demographic information. Your peer group is comprised of others in your industry with similar sized IT groups, number of users supported by the IT group, planned IT spending, gross revenue, and percentage of IT services that are outsourced.
  7. 7. Box Plot (a.k.a. Box and Whisker) Graphs Explained Box plot graphs are highly informative and simple to interpret. They show on the same graph: • The median of all responses • The range of responses. You should never compare yourself to a simple median or simple average. Knowing where you fall within the range can help you determine how closely your results resemble the bulk of your peers. Box plot elements: • The thin while line: the median value (the value where 50% of respondents had a higher result and where 50% of the respondents had a lower result) • The “tails”: show the range of responses from the 15th percentile (the response where only 15% of metric values were lower) to the 85th percentile (the response where only 15% of metric values were higher) • The thick orange line – the value of your metric Box plot interpretation: • Inside the “box”: your metric value falls within the middle 50 percent of respondents. You can consider yourself “in-line” with your peers. • On the “tails”: your metric value is either lower or higher than the bulk of your peers, but not unexpected – within range but on the low or high side. Keep this result in mind as you review other metrics since it might be an indicator of performance issues. • Outside the range: your metric value is outside, either much lower or much higher than what would normally be expected. Consider carefully why your value is extreme. This is a strong indicator of potential problems.
  8. 8. Top Level Metric - Operational Budget as a Percentage of Revenue This chart compares the operational spending of your IT organization relative to the revenue of your composite peer group. Generally, if your metric value is in-line with your peers (inside the "box") the relative operational spending of your IT organization is reasonable compared to your peers. If you fall on or above the upper tail, your operational spending level exceeds that of most of your peers. You should investigate why your organization is spending more than your peers. If you fall on or below the lower tail, you operational spending trails that of most of your peers. If this is the case, you should investigate whether your organization is highly efficient or whether you are under-spending. This table compares your metric value to various highs and lows: the highest median value across all industries, lowest median value across all industries, the median value of your peer group, the 85th percentile value reported in your industry and the 15th percentile reported in your industry. Please note that your industry high and low should show the 85th and 15th percentiles respectively, not the absolute high and low which will almost always be outliers. Your Metric Highest Industry Median Lowest Industry Median Peer Group Median Your Industry High Your Industry Low 5.09% 3.93% 0.76% 2.35% 25.44% 0.72%
  9. 9. Operational Budget as a Percentage of Revenue – Different Perspectives This chart shows your operational budget relative to revenue, and compares it to different peer groups as defined by a single demographic factor. You can see, at a glance, how your relative spending level compares to other organizations with similar: •Growth in Capital Budget •Growth in Operating Budget •Involvement in Outsourcing •Size based on Revenue •Industry This table shows how your operational budget as a percentage of revenue compares to others with similar Capital and Operational Budget Growth, Outsourcing Activities, Size, and Industry. Your Metric Capital Budget Median Operating Budget Median Outsourcing Median Size Median Industry Median 5.09% 1.71% 1.95% 1.76% 1.11% 2.56%
  10. 10. Top Level Metric – Capital Budget as a Percentage of Revenue This chart compares the capital spending of your IT organization relative to the revenue of your composite peer group. •Generally, if your metric value is in-line with your peers (inside the “box”) the relative capital spending of your IT organization is reasonable compared to your peers. If you fall on or above the upper tail, your capital spending level exceeds that of most of your peers. You should investigate why your organization is spending more than your peers. If you fall on or below the lower tail, you capital spending trails that of most of your peers. If this is the case, you should investigate whether your organization is highly efficient or whether you are under-spending. This table compares your metric value to various highs and lows: the highest median value across all industries, lowest median value across all industries, the median value of your peer group, the 85th percentile value reported in your industry and the 15th percentile reported in your industry. Please note that your industry high and low should show the 85th and 15th percentiles respectively, not the absolute high and low which will almost always be outliers. Your Metric Highest Industry Median Lowest Industry Median Peer Group Median Your Industry High Your Industry Low 1.34% 1.43% 0.17% 0.59% 9.50% 0.20%
  11. 11. Capital Budget as a Percentage of Revenue – Different Perspectives This chart shows your capital budget relative to the revenue, and compares it to different peer groups as defined by a single demographic. You can see, at a glance, how your relative spending level compares to other organizations with similar: •Growth in Capital Budget •Growth in Operating Budget •Involvement in Outsourcing •Size based on Revenue •Industry This table shows how your capital budget as a percentage of revenue compares to others with similar Capital and Operational Budget Growth, Outsourcing Activities, Size, and Industry, Your Metric Capital Budget Median Operating Budget Median Outsourcing Median Size Median Industry Median 1.34% 0.52% 0.63% 0.59% 0.60% 0.96%
  12. 12. Second Level Metrics – Operational Budget to IT Staff This chart compares your operational budget relative to number of IT staff and compares it to your composite peer group, to enterprises of similar size and to those in your industry . • A metric value on or beyond the right tail suggests that operational spending relative to IT staff is higher than your peers. Consider where opportunities may exist to reduce operational spending. A metric value on or beyond the left tail, suggests that your operational spending is significantly lower than your peer group . Consider where opportunities may exist to align operational spending with your peers.
  13. 13. Second Level Metrics – Capital Budget to IT Staff This chart shows your capital budget relative to number of IT staff and compares it to your composite peer group, to enterprises of similar size and to those in your industry. • A metric value on or beyond the right tail suggests that capital spending relative to IT staff is higher than your peers. Consider where opportunities may exist to reduce capital spending. A metric value on or beyond the left tail, suggests that your capital spending is significantly lower than your peer group. Consider where opportunities may exist to align capital spending with your peers.
  14. 14. Second Level Metrics – Operational Budget Growth This chart compares how changes in your operational budget growth levels compare with your composite peer group, within enterprises of similar size and the same industry. • A metric value on or beyond the right tail suggests that you have experienced greater growth than most of your peers. Consider the rationale for this growth and whether, given company performance and economic conditions, this level of growth can be justified. A metric value on or beyond the left tail, suggests that you have experienced slower growth or greater contraction than most of your peers. Consider the drivers motivating your slow growth or contraction to determine if this pace is appropriate given company performance and strategic objectives.
  15. 15. Second Level Metrics – Capital Budget Growth This chart compares how changes in your capital budget growth levels compare with your composite peer group, within enterprises of similar size and the same industry. • A metric value on or beyond the right tail suggests that you have experienced greater growth than most of your peers. Consider the rationale for this growth and whether, given company performance and economic conditions, this level of growth can be justified. A metric value on or beyond the left tail suggests that you have experienced slower growth or greater contraction than most of your peers. Consider the drivers motivating your slow growth or contraction and whether this pace is appropriate given company performance and strategic objectives.
  16. 16. Detailed Financial Metrics – Operational Budgeting
  17. 17. Detailed Financial Metrics – Capital Budgeting
  18. 18. MeasureIT Industry Benchmarking Report IT Staffing Metrics: Business and Professional Services
  19. 19. MeasureIT Industry Benchmarking Report IT Staffing Metrics: Business and Professional Services Introduction This report is representative of the IT staffing practices of an average business/professional services organization. Detailed demographics and peer group information are available on page six of this report. While you will find this report useful as a gauge for evaluating your industry as a whole, you may find a report containing your own answers benchmarked against your industry to be more helpful. How to get your own Custom Report To generate a report like this one specific to your organization, visit the MeasureIT program pages: MeasureIT for Budgeting MeasureIT for Staffing All of the metrics included in this industry report will be customized based on your responses to an in-depth questionnaire. You report is generated immediately once you have answered the questions. Please visit one of the links above to build your own benchmarking report.
  20. 20. Respondent name: Sample Bus & Prof Svc Company name: Info-Tech Respondant Email: BPSvc@infotech.com Executive Summary The following table identifies how your high level staffing metrics compare to those of your peer group. Your metric value Your quartile rank 25th Percentile Median 75th Percentile Number of Peers IT staff to all staff 2.67% 2nd 1.63% 2.72% 6.50% 40 IT staff to all users 2.67% 3rd 1.50% 2.55% 5.00% 40 Annual gross revenue to IT staff $5,300,000 2nd $475,000 $5,507,143 $8,678,571 40 At a high level you appear to be staffed in-line with your peers. There may be opportunities to better align staffing levels with business requirements in specific areas. Review the metrics that follow in more detail to determine how you compare to your peers.
  21. 21. Benchmarking Goes Beyond Cost Justification/Savings Use metrics to benchmark, analyze, and track performance. Consider your operational and capital spending versus various peer groups. Analyze metrics and benchmarking information to identify potential problem areas early and determine areas for improvement. Avoid making decisions about staff levels in a vacuum – benchmarks can provide important metrics concerning peers, resulting in more informed conclusions. Set goals to align staffing levels and staffing mix with best practice IT organizations. Use benchmarking data to help management and staff understand what they are accountable for — and why Apply benchmarking information as a foundation for continuous improvement in many areas – including IT Staffing.
  22. 22. Info-Tech's MeasureIT Staffing Metrics Overview This custom benchmarking report provides you with: • Top line metrics to help understand how your IT staffing levels compare to your peers • Detailed staffing metrics including staff activity, staff mix, and staff experience • An interpretation of your results compared to your peer group • Suggested actions to consider to change your results • Recommended research… This benchmarking report is customized for you, and compares your metrics to: • A custom peer group containing enterprises that match you as closely as possible. • Your peer group is compiled based on multiple demographic factors including: industry, number of employees, revenue, revenue growth, IT budget growth, complexity. and involvement in outsourcing • In addition to your composite peer group, top line metrics are compared to peers with closest match to each of several individual demographic factors. For example, you will be compared to other enterprises within your industry, without consideration for other factors.
  23. 23. Your Peer Group Below is the composition of your peer group based on your demographic information. Your peer group is comprised of others in your industry, with similar sized IT groups, number of users supported by the IT group, planned IT spending, gross revenue, and percentage of IT services that are outsourced.
  24. 24. Box Plot (a.k.a. Box and Whisker) Graphs Explained Box plot graphs are highly informative and simple to interpret. They show on the same graph: • The median of all responses • The range of responses. You should never compare yourself to a simple median or simple average. Knowing where you fall within the range can help you determine how closely your results resemble the bulk of your peers. Box plot elements: • The thin while line – the median value (the value where 50% of respondents had a higher result and where 50% of the respondents had a lower result) • The “tails” – shows the range of responses from the 15th percentile (the response where only 15% of metric values were lower) to the 85th percentile (the response where only 15% of metric values were higher) • The thick orange line – the value of your metric Box plot interpretation: • Inside the “box” – your metric value falls within the middle 50 percent of respondents. You can consider yourself “in-line” with your peers. • On the “tails” – your metric value is either lower or higher than the bulk of your peers, but not unexpected – within range but on the low or high side. Keep this result in mind as you review other metrics since it might be an indicator of performance issues. • Outside the range – your metric value is outside, either much lower or much higher, what would normally be expected. Consider carefully why your value is extreme. This is a strong indicator of potential problems.
  25. 25. Top Level Metric – IT Staff as a Percentage of All Staff This chart compares the size of your IT organization, relative to the size of the entire enterprise workforce, to your composite peer group. Generally, if your metric value is in-line with your peers (inside the “box”) the relative size of your IT organization is reasonable compared to your peers. If you fall on or above the upper tail, your staffing level exceeds that of most of your peers. You should investigate what your organization is doing to require more staff or whether you are overstaffed. If you fall on or below the lower tail, your staffing level trails that of most of your peers. If this is the case, you should investigate whether your organization is highly efficient or whether you are understaffed. This table compares your metric value to various highs and lows: the highest median value across all industries, lowest median value across all industries, the median value of your peer group, the 85th percentile value reported in your industry and the 15th percentile reported in your industry. Please note that your industry high and low should show the 85th and 15th percentiles respectively, not the absolute high and low which will almost always be outliers Your Ratio Highest Industry Median Lowest Industry Median Peer Group Median Your Industry High Your Industry Low 2.67% 5.66% 1.47% 2.72% 40% 1.43%
  26. 26. IT Staff as a Percentage of All Staff – Different Perspectives This chart shows the relative size if the IT staff to all staff and compares this ratio to different peer groups as defined by a single demographic factor. You can see, at a glance, how your relative staffing level compares to other organizations with similar: •Growth in Capital Budget •Growth in Operating Budget •Involvement in Outsourcing •Size based on Revenue •And Industry This table shows how your staffing ratio compares to others with similar Capital and Operational Budget Growth, Outsourcing Activities, Size, and Industry You Capital Budget Median Operating Budget Median Outsourcing Median Size Median Industry Median 2.67% 2.71% 2.99% 2.80% 2.62% 3.55%
  27. 27. Top Level Metric - Gross Revenue per IT Employee This chart compares the size of your IT organization relative to the total gross revenue of the enterprise. Generally, if your metric value is in-line with your peers (inside the “box”) the relative size of your IT organization is reasonable compared to your peers. If your metric value falls on or above the upper tail, your IT organization is smaller than most of your peers. Consider whether your organization is highly efficient or whether you might be understaffed. If your metric value falls on or below the lower tail, you IT organization is larger than most of your peers. Consider whether your organization performs extraordinary duties or whether you might be overstaffed. This table compares your metric value to various highs and lows: the highest median value across all industries, lowest median value across all industries, the median value of your peer group, the 85th percentile value reported in your industry and the 15th percentile reported in your industry. Your Highest Industry Median Lowest Industry Median Peer Group Median Your Industry High Your Industry Low $5,300,000 $30,639,154 $2,666,667 $5,507,143 $16,012,500 $278,401
  28. 28. Gross Revenue per IT Employee – Different Perspectives This chart compares the size of your IT organization relative to the total gross revenue of the enterprise to different peer groups defined by single demographic factors. You can see, at a glance, how your relative staffing level compares to other organizations with similar: •Growth in Capital Budget •Growth in Operating Budget •Involvement in Outsourcing •Size based on Revenue •And Industry This table shows how your staffing ratio compares to others with similar Capital and Operational Budget Growth, Outsourcing Activities, Size, and Industry You Capital Budget Median Operating Budget Median Outsourcing Median Size Median Industry Median $5,300,000 $7,000,000 $7,500,000 $6,400,000 $7,222,222 $5,000,000
  29. 29. Second Level Metrics – IT Managers as a Percentage of all IT Staff This chart compares the number of managers in your IT organization relative to number of IT staff to your composite peer group, to enterprises of similar size and to those in your industry. • A metric value on or beyond the right tail, suggests that you have more managers than expected. Consider whether your managers are doing much more than just managing, or consider whether you have too many managers for your organization.A metric value on or beyond the left tail, suggests that you have fewer managers than expected. Consider whether other staff are taking on management duties, or consider whether you have too few managers for your organization.
  30. 30. Second Level Metrics – Staff Growth This chart compares how changes in your IT staffing levels compare with changes experienced by your composite peer group, within enterprises of similar size and by those in the same industry. • A metric value on or beyond the right tail, suggests that you have experienced greater growth than most of your peers. Consider the rationale for this growth and whether, given company performance and economic conditions, this level of growth can be justified. A metric value on or beyond the left tail, suggests that you have experienced slower growth or greater contraction than most of your peers.Consider the drivers motivating your slow growth or contraction and whether this pace is appropriate given company performance and strategic objectives.
  31. 31. Second Level Metrics – Staff Attrition This chart compares you IT staff attrition to that experienced by your composite peer group, within enterprises of similar size and the same industry. • A metric value on or beyond the right tail, suggests that you have experienced higher attrition than most of your peers. Consider motivating factors driving staff to leave your organization and what retention programs might be warranted. A metric value on or beyond the left tail, suggests that you have experienced lower attrition than most of your peers. Consider whether you are retaining poor performers and what steps should be taken to keep your organization renewing itself.
  32. 32. Second Level Metrics – Staff Mix by Employee Type This chart compares your IT staffing mix in terms of full-time, part-time and contract staff with that of your composite peer group, within enterprises of similar size and the same industry. • Maintaining a mix of contract, full-time and part-time staff permits organization flexibility in assigning duties, acquiring point-specific expertise and meeting temporary periods of peak demand. If your mix differs significantly from your peers, consider whether your organization has sufficient flexibility to affordably meet current and anticipated workload, or whether your organization may be incurring excessive costs with too many contractors.
  33. 33. Detailed Staffing Metrics – Demographics and IT Staff Organization
  34. 34. Detailed Staffing Metrics – Staff Experience and Personal Experience
  35. 35. Detailed Staffing Metrics – Staff Activity

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