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IT Spending and Staffing Benchmarks 2009/2010: Chapter 18, Food and Beverage Sub-Sector
Chapter 18 provides selected IT spending and staffing statistics for the food and beverage subsector. These statistics are based on seven survey respondents, which include two snack food manufacturers, a poultry processor, a frozen food maker, a beverage distributor, a produce processor, and a food services distributor. This chapter is bundled with Chapter 7, Process Manufacturing Sector Benchmarks (19 pp., 13 figs.) [Full Study Description]
June, 2009
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IT Spending and Staffing Benchmarks 2009/2010: Chapter 19, Gas and Electric Utilities Sub-Sector
Chapter 19 provides selected IT spending and staffing statistics for the gas and electric utilities subsector. These statistics are based on six survey respondents, including gas utilities, electric utilities, and utilities that provide combined gas and electric services. This chapter is bundled with Chapter 11, Utilities and Energy Sector Benchmarks (19 pp., 13 figs.) [Full Study Description]
June, 2009
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IT Spending and Staffing Benchmarks 2009/2010: Chapter 20, Commercial Banking Sub-Sector
Chapter 20 provides selected IT spending and staffing statistics for the commercial banking subsector. These statistics are based on 12 survey respondents, including several local, regional, super-regional, and national banks. This chapter is bundled with Chapter 4, Banking and Finance Sector Benchmarks (19 pp., 13 figs.) [Full Study Description]
June, 2009
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IT Spending and Staffing Benchmarks 2009/2010: Chapter 21, Outsourcing Service Providers Sub-Sector
Chapter 21 provides selected IT spending and staffing statistics for providers of outsourcing services. These statistics are based on eight survey respondents that provide IT outsourcing and business process outsourcing services. This chapter is bundled with Chapter 12, Professional and Technical Services Sector Benchmarks (19 pp., 13 figs.) [Full Study Description]
June, 2009
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IT Security Outsourcing: Still Small but Promising
IT managers sometimes worry that IT security is too important to turn over to a third-party service provider, an outsider unfamiliar with the organizationâs inner workings. But outsourcing at least a portion of an organizationâs IT security operations increasingly makes sense in our online real-time malware-infested business environment. This Research Byte outlines the reasons for and against adoption in the current IT environment and shows data on the percentage of companies utilizing the strategy today.
June, 2009
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Use of IT Security Outsourcing Low but Rising as Threats Grow
Outsourcing at least a portion of IT security operations makes increasing sense in today's online business environment. In this study, we examine data on the percentage of organizations outsourcing security for the composite sample, by organization size, and by sector. We also look at the level of satisfaction with IT security service providers, the amount of security work outsourced by organizations, and the trend in terms of the percentage of organizations changing their level of security outsourcing. Our analysis also discusses the types of outsourcing services, changes in the industry, and the cost and benefits of security outsourcing. We conclude with reasons security outsourcing should continue to grow and mature. (13 pp., 8 figs.) [Executive Summary]
June, 2009
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IT Strategic Planning is a Critical Process
Although strategic planning is widely practiced among IT organizations, there are signs that the recession may be causing some organizations to cut their strategic planning budgets. This is unwise. Strategic planning identifies opportunities for efficiency improvements, making it invaluable during times of economic instability. This Research Byte presents adoption trends for this best practice in the context of the current economic downturn.
June, 2009
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IT Strategic Planning More Important Now than Ever
In the current climate of economic recession, it may be tempting for IT managers to cut funding for strategic planning and devote the savings to more immediate operational needs. Such a view is shortsighted, however. During times of economic uncertainty, strategic planning becomes even more of a necessity. In this study, we describe the fundamental components of an IT strategic plan. We assess current adoption trends for multiyear IT strategic planning for the composite sample, by organization size, and by industry sector. We conclude by making the case for why IT organizations should continue to engage in strategic planning as priorities shift from growth to restraining costs. (10 pp., 3 figs.)[Executive Summary]
June, 2009
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Key Features of IT Asset Management Systems
IT asset management (ITAM) systems improve the tracking of location, configuration, and identity of computer assets and related data, while reducing the effort required to collect and maintain this information. In this Research Byte, we review key activities supported by ITAM systems.
May, 2009
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Adoption of IT Asset Management Reaching Maturity
IT asset management (ITAM) systems improve the tracking of location, configuration, and identity of computer assets and related data, while reducing the effort required to collect and maintain this information. This study provides an overview of ITAM systems adoption and economic experience. We review key activities supported by ITAM systems and key features found in leading vendor solutions. We then assess adoption trends, return on investment (ROI) experience, and total cost of ownership (TCO) experience of organizations. The data is assessed for the composite sample of 200 organizations and by organization size and sector. We conclude with our recommendations on requirements that ITAM systems should meet. (14 pp., 11 figs.) [Executive Summary]
May, 2009
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Service Desk Prime Target for Efficiency Gains
As a labor-intensive function, the IT help desk (or service desk) is generally high on managementâs list of areas targeted for productivity gains. This Research Byte considers the help desk's role within IT as a whole, and how to gauge service efficiency.
May, 2009
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Measuring Help-Desk Efficiency
As a labor-intensive function, the IT help desk (or service desk) is generally high on managementâs list of areas targeted for productivity gains. But, as it is often said, if you cannot measure something you cannot improve it. To meet the needs of managers seeking to better handle this critical function, this study examines the most common metrics used for tracking help-desk efficiency, costs, and productivity. It also assesses the role of technology, service-level agreements, outsourcing, and IT service management best practices in improving the return on investment for the service desk. (14 pp., 6 figs.)[Executive Summary]
May, 2009
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IT Staffing Ratios, 2009: Benchmarking Metrics and Analysis for 15 Key IT Functions
This special publication bundles the entire collection of our reports on IT staffing ratios. The IT functions covered include IT management, project management, documentation and training, help desk, desktop support, business analysts, server support, network administration, applications development, ERP support, database administration, data warehouse/business intelligence, IT quality assurance, IT security, and web/e-commerce. This special collection is a valuable source of information for IT executives interested in benchmarking their staffing levels with those of similar organizations. (212 pp., 121 figs.)[Full Report Description and Free Sample]
May, 2009
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Unified Communications Adoption May Be Inevitable
Unified communications systems provide employees, business partners, and customers greatly improved communications on a global basis in real-time. Because of these benefits, adoption is likely to increase greatly in the coming years. This Research Byte is a brief summary of our full report, which analyzes current adoption levels for unified communications along with ROI and TCO experience of early adopters.
May, 2009
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Predictable Costs Positive Sign for Unified Communications
Early adopters of unified communications systems are achieving positive results. Risk appears low thanks to predictable costs. We also find that while this technology is still early in its adoption cycle, our research points rising interest. This article assesses the growth in unified communications by analyzing current adoption activity and provides a view of the return on investment (ROI) and total cost of ownership (TCO) experienced by early adopters. We examine adoption, ROI, and TCO by organization size and sector, as well as for the composite sample. (15 pp., 10 figs.)[Executive Summary]
May, 2009
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