Posted in analyst, helpdesk, ITIL, personel, service desk, staffing, tech support, tagged analyst, helpdesk, ITIL, staffing on June 14, 2010|
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In a presentation entitled “Staffing Strategies for the 21stCentury” by Katherine Spencer Lee, Executive Director at Robert Half Technology (September 18, 2008), the following IT staffing metrics were presented:
A Robert Half Technology* survey asked 1,400 CIOs to compare …
Actual versus ideal ratio of internal end-users to technical support employees at their company
- Mean response for Actual was 136:1
- Mean response for Ideal was 82:1
Technical Support Center staffs are 40 percent smaller, on average, than optimal.
Mobile vs Static staffing ratios:
- There is a baseline ratio around 90 customers per analyst.
- Technical and mobile user bases earn a lower ratio due to higher complexity (1:80-110)
- Fewer analysts required for non-technical and static users (1:120-160)
Organizational goals should help set staffing levels:
- Compete at the cutting edge of innovation (25:1 to 50:1)
- Compete on full service and overall value (60:1 t0 100:1)
- Compete on thin cost margin and scalability (125:1 to 200:1)
A complete copy of the Robert Half presentation can be found here.
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Posted in analyst, helpdesk, model, personel, programmer, spreadsheet, staffing, system admin, tech support, tagged spreadsheet, staffing on December 9, 2009|
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TechRepublic has provided a spreadsheet model to help you determine the right number of people in your IT shop. In their approach, they focus on one category of staff at a time. In each category, a few key questions are used to focus the analysis:
- Is there a separation between application development and support?
- Do programmers work on multiple business applications?
- Are external clients supported, and if so, is there customized code for individual clients?
- Are major investments needed in software development of critical business applications?
- How big is the programming backlog, and what type of changes are being requested?
- Can the key business processes be accomplished better and more economically with a third-party solution?
- If you have external clients, can programmers be dedicated to and billed to specific clients?
2. Business application analysts and trainers
- Are new applications planned?
- Does the company support the installation of software for external clients?
- How knowledgeable are the departments and clients in the use of their business applications?
3. Help Desk specialists
- Are infrastructure calls separated from business application calls, or is the Help Desk support functions for both combined?
- How responsive do you need to be?
- Does the Help Desk have sound escalation procedures?
- What’s the level of client satisfaction for IT support?
- Is the response rate to solve user issues sufficient?
- Do you have a tracking system to monitor support calls, trends, and responsiveness?
- How many calls is the Help Desk handling now?
- What is the percentage of local users (as opposed to remote)?
- Does the company require 24/7 staffing of the Help Desk?
4. Network administrators
- Are major changes or enhancements planned/needed for the infrastructure?
- Is an experienced architect of the network in place?
- What has been the history of implementing infrastructure changes?
- Is there an infrastructure strategic plan?
- Is a change management process in place?
5. Desktop support specialists
- What are the company growth plans?
- Are major changes planned/needed in the desktop hardware/software?
- What is the percentage of remote users (other office buildings, cities, etc.)?
- Is the response rate to solve desktop issues sufficient?
6. Data Center operations staff
- Does the Data Center require 24/7 operation?
- What are the requirements for the Data Center?
- Is a “lights out” operation possible?
- Is the Data Center secure?
Using this model IT staff needs are based upon a number of factors, including the workload, anticipated needs, current capability of the staff, and maturity of the company. As much as possible, we try to quantify all the variables in each set of issues. Ultimately, it’s a judgment call based on the variable data, the level of support that you need to provide, and your experience in managing IT. If you can quantify the variables that affect levels of support, you’ll be much better equipped to determine your true needs.
A full description of this approach can be found at: http://articles.techrepublic.com.com/5100-10878_11-1061079.html?tag=e106
A copy of the IT Staffing Model in an Excel spreadsheet can be found here: http://downloads.techrepublic.com.com/5138-6321-730024.html
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According to Tim Bryce (Managing Director of M. Bryce & Associates),
If systems analysis is performed correctly, programmer productivity should improve as analysts should be providing good specifications for application assignments. In the absence of systems analysts, considerable time is lost by the programmer who has to second-guess what the end-user wants. Inevitably, this leads to rewriting software over and over again. Good data and processing specs, as provided by a systems analyst, will improve programmer productivity far better than any programming tool or technique. This means programmers are the beneficiaries of good systems analysis.
This brings up an interesting point, what should be the ratio of Systems Analysts to Programmers in a development organization? Frankly, I believe there should be twice as many analysts than programmers. By concentrating on the upfront work, programming is simplified.
Source: Bryce, Tim, “The Ratio of Analysts to Programmers”, Toolbox for IT, August 24, 2006.
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