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Manatee CountyInfrastructure and Operations
Scorecard
Final Results6 April 2010Engagement: 222919121
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© 2010 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
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Unique Insight
• Gartner insights are drawn from a critical factbase not available anywhere else.- Each year Gartner manages:
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Unique Approach
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Analysis Methodology
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Benchmark Analysis MethodologyOur Approach
• The following approach was utilized:Phase I Phase II Phase III
Gartner Best-Practice Research and IT Databases
Data Collection
Benchmark Findings and
Results
Project Initiation and
Planning
Management Report and
Briefing
Data Validation and
Analysis
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Benchmark Analysis MethodologyKey Concepts
“Workload” represents a provided service and is balanced with cost
Adherence to “Consensus Models” ensures
comparability
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$6,000,000
To compare with actual spending, an organization’s workload is multiplied by their peers’ average unit cost
Sample5,000• Based on operational expense
• Labor is not depreciated
The organization’s user Count
x $1,200Peers’ cost for supporting the organization’s users
Peers’ average cost per user
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Benchmark Analysis MethodologyGartner Background
• A Gartner benchmark compares the costs and resources of performing a given scope of IT activities, with a peer group comprising similar organizations.
• Gartner delivers an unbiased comparison of your performance relative to the peer average or those considered best in class. You get insight into how your competitors are investing in IT to achieve similar business results.
• Gartner maintains the most comprehensive IT performance database in the industry, containing more than 17,000 metrics. Because Gartner is independent, they have no vested interest in the decisions you make other than to see you achieve the business outcomes you desire.
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Benchmark Analysis MethodologyPeer Comparisons
• Independent peer groups were selected for each IT functional area based on workload and other characteristics such as industry and geography.
• The spending and support profile of each peer group was used to simulate what the comparative group would spend to support Manatee’s workload. A composite model representing total IT spend in all areas included in the analysis was also created.
• Differences in spending and other metrics derived from this analysis provide insight into opportunities for increased cost efficiency and reduced risk.
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Executive Summary
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Executive SummaryObservations
• Manatee County is spending less on IT then their peer groups in almost all areas of their environment.
- The largest variances are in Enterprise Computing (Servers), Enterprise Storage, Client and Peripheral (Desktop Computing) and Data Networking
- Help Desk and Voice Networks are in line with the peer averages
• In Enterprise Computing (Servers), the lower than average spend is being driven primarily by the number of support personnel (3.3 FTE vs 6.5 FTE) and lower hardware costs.
- The support staff should be further investigated to ensure that Manatee is not increasing operational risk
- As hardware becomes older and fully depreciated the cost of support and chances for failure can arise
• There is the potential of outdated hardware on the users desktop which can lead to loss of user productivity, increased failure and higher support costs.
- Review the age of the machines in the environment to ensure that when application upgrades are done that users have the appropriate equipment to support them
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Gartner Study Scope
Manatee County Government
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Executive SummaryTotal Spending by Functional Area
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Executive SummaryTotal FTE by Functional Area
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Executive SummaryI&O Service Levels
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Executive SummaryI&O Process Maturity
• Gartner’s 19 IT process disciplines are based on a combination of ITIL, CoBIT, and Gartner-specific models
• Each discipline receives an average maturity rating on a scale of 0 to 5, combining sub-ratings for:
- People, culture, and governance- IT process- Technology investment- Business management of IT
• Peer scores are based on average experience in client environments. Allergan is scoring well in most categories with the exception of Asset Management, Business Continuity, Capacity Planning, Inventory Management, Release Management and Task Management. These areas in the process maturity analysis indicate that there has not been significant investment in developing processes. When budget dollars are limited, investment in processes with the most direct impact on performance and managing the environment makes the most sense
• A more detailed assessment of maturity would reveal the degree to which ratings are appropriate for individual IT organizations and how maturity might best be improved
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Executive SummaryNext Steps
• Manatee County should review the age of both Enterprise Servers as well as Desktop devices to ensure that users have the necessary tools to complete their jobs
- Equipment that is being utilized beyond its lifecycle should be retired or replaced with newer equipment
• An annual Customer Satisfaction survey should be conducted to ensure that the users needs are being met
• A continuous improvement program should be implemented to help balance controlled costs with business needs
• Completely evaluate the opportunity for cost savings by utilizing outsourcing for IT services
- Estimate the costs for evaluation, transition and ongoing deal management, and build them into the business case
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Analysis By Area
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Enterprise MetricsIT Budget Distribution – Capital vs. Operations
• Organizations with a higher capital spending may…
- Be investing heavily in strategic IT infrastructure
- Have reached a planned point of investment in their infrastructure lifecycle
- Not have been managing asset investments well (i.e., “catching up”)
- Simply have a more aggressive capitalization policy
• The break out of Run, Grow, Transform spending that follows may provide more insight.
• IT capital expenses vs. operational expenses helps to portray the investment profile for an organization in a given year.
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Enterprise MetricsIT Budget Distribution – Run, Grow & Transform
• “Run the business” investment ties to activities that support core business operations– efficiency and performance optimization should be key themes.
• “Grow” activities tie to organic growth and increased customer demand.
• “Transformation” is linked to changes to the business model, and introduction of new products and services.
• Generally speaking, high “run”spending may indicate a limited strategic roll for IT, while high “grow” and “transform” spending might indicate IT has a stronger strategic role where the focus should be on ROI.
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Unix
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Enterprise ComputingConsensus Model
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Enterprise Computing – UnixSpending
Cost Per Physical DeviceTotal Compute Cost
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Enterprise Computing – UnixStaffing
Cost Per FTE – Insource & ContractorTotal FTEs
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Wintel
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Enterprise ComputingConsensus Model
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Enterprise Computing – WintelSpending
Cost Per Physical DeviceTotal Compute Cost
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Enterprise Computing – WintelStaffing
Cost Per FTE – Insource & ContractorTotal FTEs
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Storage
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Enterprise Storage Consensus Model
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Enterprise StorageSpending
Cost Per Installed GBTotal Storage Cost
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Enterprise StorageStaffing
Cost Per FTE – Insource & ContractorTotal FTEs
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Client & Peripherals
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Client & Peripheral SupportConsensus Model
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Client & Peripheral SupportSpending
Cost Per Desktop and MobileTotal Client and Peripherals Cost
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Client & Peripheral SupportStaffing
Cost Per FTE – Insource & ContractorTotal FTEs
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Help Desk
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IT Help DeskConsensus Model
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IT Help DeskSpending
Cost Per ContactTotal Help Desk Cost
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IT Help DeskStaffing
Cost Per FTE – Insource & ContractorTotal FTEs
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Wide Area Data Network
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Wide Area Data NetworkConsensus Model
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Wide Area Data NetworkSpending
Cost Per DeviceTotal Wide Area Data Cost
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Wide Area Data NetworkStaffing
Cost Per FTE – Insource & ContractorTotal FTEs
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Local Area Network
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Local Area Network Consensus Model
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Local Area NetworkSpending
Cost Per Active PortTotal Local Area Network Cost
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Local Area NetworkStaffing
Cost Per FTE – Insource & ContractorTotal FTEs
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Wide Area Voice
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Wide Area Voice NetworkConsensus Model
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Wide Area Voice NetworkSpending
Cost Per MinuteTotal Wide Area Voice Cost
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Wide Area Voice NetworkStaffing
Cost Per FTE – Insource & ContractorTotal FTEs
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Voice Premise Technology
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Voice Premise Technology Consensus Model
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Voice Premise TechnologySpending
Cost Per ExtensionTotal Voice Premise Cost
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Voice Premise TechnologyStaffing
Cost Per FTE – Insource & ContractorTotal FTEs
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Process Maturity
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IT Leader ScorecardProcess Maturity
ASSET MANAGEMENT - This process maintains procurement and depreciation details of assets above a certain value. It may include information on description, values, current ownership and location of assets in a register or database, but will notrecord the relationship between assets, as the Configuration Management Database does. Asset management is generally partial information focused on financials.
BUSINESS CONTINUITY AND DISASTER RECOVERY - This process produces recovery plans designed to ensure that, following any major Incident causing or potentially causing disruption of the service, IT services are provided to an agreed level within an agreed schedule. It should be recognized also that IT service continuity or disaster recovery is only one component of Business Continuity Planning (BCP). The objective is to assist the business and BCP to minimize the disruption of essential business processes during and following a major Incident. The process includes such activities as business impact analysis, risk analysis and risk management exercises, all undertaken on a regular basis together with the maintenance and testing of recovery plans.
CAPACITY PLANNING - This process ensures that adequate capacity is available at all times to meet the requirements of the business by balancing "business demand with IT supply". In order to achieve this, a Capacity Plan is closely linked to the business strategy and plans are produced and reviewed on a regular basis, covering business, service and resource capacity management. Common activities within these areas include performance management, workload management, demand management and application sizing and modeling.
CHANGE MANAGEMENT - This is a single, centralized process designed for the efficient and effective handling of Changes which is vital to the successful operation of any IT organization. Changes must be carefully managed throughout their entire lifecycle from initiation and recording, through filtering, assessment, categorization, authorization, scheduling, building, testing, implementation and eventually their review and closure. In ITIL, one of the key deliverables of the process is the Forward Schedule of Changes (FSC) which is a central program of Change agreed by all relevant areas, including the business, based on business impact and urgency.
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IT Leader ScorecardProcess Maturity
CONFIGURATION MANAGEMENT - This provides the foundation for successful IT Service Management and underpins every other ITIL process. The fundamental deliverable is the Configuration Management Database (CMDB) which details all of the components of the IT infrastructure and associated assets, including people and documents (known collectively as Configuration Items). Each CI is linked or related to others, and this interconnectivity or interdependence is defined within the CMDB - which sets it apart from an ordinary asset register or database. Example CI's also include Incidents, Problems, Known Errors and Changes within ITIL definitions.
DATABASE MANAGEMENT - This process covers the way that an organization manages both the "logical" (i.e. data elements, tables, relationships, growth) and "physical" (disk upgrade, compression, RAID level etc.) administration of their information databases.
FACILITIES MANAGEMENT - This process covers the management of physical premises, and other facilities and services associated with the premises such as furniture, power supply, access security, floor space, office space etc.
INCIDENT MANAGEMENT - This process is responsible for the management of all Incidents from detection and recording through to resolution and closure. The objective is to restore normal service as soon as possible, and with minimum disruption to the business.
INVENTORY MANAGEMENT - In ITIL terms, this is a subset of Configuration Management which focuses on the control of and financial accounting for the most valuable configuration items such as physical hardware and software items, and possibly documentation which may have a value (e.g. application portfolio information). It considers relationships between items, but not a complete set as in Configuration Mgmt.
IT FINANCIAL MANAGEMENT - This provides the basis for running IT as a business and for developing a "cost conscious" and "cost effective" organization. The principle activities consist of understanding and accounting for the costs of provision of each IT service or business unit and the forecasting of future IT expenditure. This can also cover the implementation of a charging strategy, which attempts to recover the costs of IT from the business in a fair and equitable manner.
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IT Leader ScorecardProcess Maturity
MONITORING - This process, in concert with Performance Management, is responsible for ensuring that the availability and response of each service meets or exceeds its targets, and is proactively managed on an ongoing basis. Specifically, this process monitors key components of the infrastructure and applications services to collect metrics for review.
PERFORMANCE MANAGEMENT - This process, in concert with the Monitoring process, is responsible for ensuring that the availability and response of each service meets or exceeds its targets, and is proactively managed on an ongoing basis. Specifically, this process takes key measures and reports, and reviews them against targets, to determine if actions are required to manage the service more compliantly. Measures include availability, reliability, maintainability, serviceability andsecurity.
PROBLEM MANAGEMENT - The goal of this process is to minimize the adverse impact of both Incidents and Problems on the business. It manages all major Incidents and Problems, while endeavoring to record all workarounds and "quick fixes" as Known Errors where appropriate, also raising Changes to implement permanent structural solutions wherever possible. Problem Management further analyzes and trends Incidents to proactively prevent the occurrence of repeat or associated Incidents and Problems.
RELEASE MANAGEMENT - This process takes a holistic view of Changes to IT services, considering all aspects of a Release both technical and non-technical. It is responsible for all legal and contractual obligations for all hardware and software in use within the organization. In ITIL, and to protect the IT assets of the organization, it establishes secure environments for both hardware in the Definitive Hardware Store (DHS) and software in the Definitive Software Library (DSL).
SECURITY MANAGEMENT - Details the process of planning and managing a defined level of security for information and IT services, including all aspects associated with reaction to security incidents. It also includes the assessment and management of risks and vulnerabilities, and the implementation of cost justifiable countermeasures.
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IT Leader ScorecardProcess Maturity
SERVICE DESKThe Service Desk provides a single, central point of contact for all users of IT within an organization, handling all Incidents,queries and requests. It provides an interface for all of the service support processes such as Incident Management, Problem Management, Configuration Management, Change Management and Release Management.
SERVICE LEVEL MANAGEMENTThis process negotiates, documents, agrees and reviews business service requirements and targets, within service level requirements (SLRs) and service level agreements (SLAs). These relate to the measurement, reporting and reviewing of service quality as delivered by IT to the business. The process also negotiates and agrees the support targets contained in operational level agreements (OLAs) with support teams and in underpinning contracts with suppliers, to ensure that these align with business targets contained within SLAs.
STORAGE MANAGEMENTProcess to manage the allocation and usage of shared storage resources such as storage area networks (SANs) and network attached storage (NAS) in particular, but possibly also shared direct attached storage (SDAS) where relevant.
TASK MANAGEMENTGeneral process to manage specific IT tasks, operational processes and output to ensure they are scheduled and resourced appropriately and all relevant stakeholders are included in decisions, authority, implementation and communication as appropriate.
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IT Leader Scorecard Process Maturity
Asset ManagementManatee Peer
People, Culture, Governance 2.00 2.99
IT Process 2.00 3.17
Technology Investments 2.00 2.68
Business Mgmt of IT 2.00 2.99
Overall 2.00 2.96
Business Continuity and Disaster RecoveryManatee Peer
People, Culture, Governance 3.00 3.08
IT Process 2.00 3.12
Technology Investments 1.00 2.56
Business Mgmt of IT 2.00 3.21
Overall 2.00 2.99
Capacity PlanningManatee Peer
People, Culture, Governance 1.00 2.56
IT Process 1.00 2.26
Technology Investments 1.00 2.14
Business Mgmt of IT 1.00 2.23
Overall 1.00 2.30
Change ManagementManatee Peer
People, Culture, Governance 2.00 2.85
IT Process 2.00 2.64
Technology Investments 2.00 2.61
Business Mgmt of IT 2.00 2.42
Overall 2.00 2.69
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IT Leader Scorecard Process Maturity
Configuration ManagementManatee Peer
People, Culture, Governance 2.00 2.34
IT Process 2.00 2.22
Technology Investments 2.00 2.67
Business Mgmt of IT 2.00 2.46
Overall 2.00 2.42
Database ManagementManatee Peer
People, Culture, Governance 3.00 3.13
IT Process 3.00 3.03
Technology Investments 4.00 3.14
Business Mgmt of IT 3.00 2.72
Overall 3.25 3.00
Facilities ManagementManatee Peer
People, Culture, Governance 2.00 3.14
IT Process 2.00 2.71
Technology Investments 2.00 2.34
Business Mgmt of IT 2.00 2.25
Overall 2.00 2.61
Incident ManagementManatee Peer
People, Culture, Governance 3.00 3.41
IT Process 2.00 3.06
Technology Investments 2.00 3.32
Business Mgmt of IT 2.00 3.12
Overall 2.25 3.23
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IT Leader Scorecard Process Maturity
Inventory ManagementManatee Peer
People, Culture, Governance 2.00 2.91
IT Process 2.00 2.80
Technology Investments 2.00 2.91
Business Mgmt of IT 2.00 2.44
Overall 2.00 2.77
IT Financial ManagementManatee Peer
People, Culture, Governance 3.00 3.19
IT Process 3.00 3.15
Technology Investments 3.00 3.27
Business Mgmt of IT 2.00 3.06
Overall 2.75 3.17
MonitoringManatee Peer
People, Culture, Governance 2.00 2.88
IT Process 2.00 2.64
Technology Investments 2.00 2.94
Business Mgmt of IT 2.00 2.61
Overall 2.00 2.77
Performance ManagementManatee Peer
People, Culture, Governance 2.00 2.90
IT Process 2.00 2.58
Technology Investments 2.00 2.34
Business Mgmt of IT 2.00 2.58
Overall 2.00 2.60
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IT Leader Scorecard Process Maturity
Problem ManagementManatee Peer
People, Culture, Governance 2.00 3.09
IT Process 2.00 2.81
Technology Investments 2.00 3.22
Business Mgmt of IT 2.00 3.19
Overall 2.00 3.08
Release ManagementManatee Peer
People, Culture, Governance 2.00 2.62
IT Process 3.00 2.81
Technology Investments 2.00 2.86
Business Mgmt of IT 2.00 2.69
Overall 2.25 2.75
Security ManagementManatee Peer
People, Culture, Governance 3.00 2.94
IT Process 3.00 3.18
Technology Investments 3.00 2.70
Business Mgmt of IT 2.00 3.17
Overall 2.75 3.00
Service Desk ManagementManatee Peer
People, Culture, Governance 3.00 3.32
IT Process 2.00 2.96
Technology Investments 3.00 3.27
Business Mgmt of IT 3.00 3.00
Overall 2.75 3.14
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IT Leader Scorecard Process Maturity
Service Level ManagementManatee Peer
People, Culture, Governance 1.00 2.93
IT Process 1.00 2.88
Technology Investments 1.00 2.24
Business Mgmt of IT 1.00 2.55
Overall 1.00 2.65
Storage ManagementManatee Peer
People, Culture, Governance 3.00 2.96
IT Process 3.00 2.67
Technology Investments 3.00 2.75
Business Mgmt of IT 2.00 2.48
Overall 2.75 2.71
Task ManagementManatee Peer
People, Culture, Governance 2.00 2.52
IT Process 2.00 2.42
Technology Investments 2.00 2.53
Business Mgmt of IT 2.00 2.74
Overall 2.00 2.55
Combined AverageManatee Peer
People, Culture, Governance 2.26 2.93
IT Process 2.16 2.80
Technology Investments 2.16 2.76
Business Mgmt of IT 2.00 2.73
Overall 2.14 2.81
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