oracle erp support benchmark findings

City of Virginia Beach | ComIT Master Technology Plan (Appendix K) 1

Oracle ERP Support Benchmark FindingsAppendix K

ComIT Master Technology Plan (Appendix K) | City of Virginia Beach2

GARTNER CONSULTING

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Oracle ERP Support Benchmark Findings 23 September 2013

City of Virginia Beach

Prepared for:

Project Number: 330015256


330015256 | © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 1

Table of Contents

Oracle ERP Support Benchmark Findings Scope and Methodology Executive Summary Detail by IT Functional Area

– Oracle e-Business Application Support – Oracle e-Business Infrastructure and Operations Support



Scope and Methodology Oracle ERP Support Benchmark



Project Scope Benchmark Objectives

– Identification of the City’s total cost of ownership for Oracle support and maintenance – Comparison of City’s costs to that of comparable peers – Identification of areas for efficiency improvements where appropriate (such as through contract opportunities)

Benchmark Scope – Time frame for the study is 12-months, fiscal year 2013 (July 2012-June 2013) – Includes general support effort and associated tasks including enhancement effort under 10 person days – Excludes the implementation phase, considered to be the first install of Oracle ERP software, and any major upgrade projects

(i.e., the R12 upgrade) after the relevant go-live date

2007 2008 2009 2010 2011 2012 2013

Implementation

Go-Live Date

Support Support

Start of Project

Upgrade Project

Oracle ERP Phases

The Oracle ERP Support comparisons are limited to the circled Support area in the figure above.



Project Scope

Maintenance of any duration – Problem Support and Resolution – Business Support – Corrective – Preventive – Adaptive – Perfective

Functional enhancements – Less than two person-weeks

Brand-new applications – Initiation – High Level Requirements – Detailed Requirements – Design – Build – Accept – Implementation

Functional enhancements – Greater than two person-weeks

ERP Support ERP Development

Separate views for ERP Support and Applications Development ERP Support: This includes staff involved in supporting applications that exist within the current production portfolio. This includes bug fixes, small enhancements, conversions, code refactoring, re-platforming, language upgrades, patches, etc.

ERP Development: This includes staff involved in developing new applications, enhancing existing applications, installing new packages and installing major functional enhancements or upgrades to existing packages.



$6,000,000

To compare with actual spending, an organization’s workload is multiplied by its peers’ average unit cost.

500 x $12,000

The organization’s Concurrent User Count.

Peers’ cost for supporting the organization’s concurrent users.

Peers’ average cost per concurrent user.

Adherence to “Consensus Models” ensures comparability

“Workload” represents a provided service and is balanced against cost

Benchmark Methodology Key Concepts

SAMPLE

• Based on operational expense • Labor is not depreciated



Benchmark Analysis Methodology Peer 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 City of Virginia Beach's workload. A composite model representing total IT spend in all areas included in the analysis was also created.

Two peer groups are included in the Oracle e-Business benchmark that reflect similar Oracle e-Business application installations in terms of named accounts, concurrent users, modules and operating environment. – Government peer group (Govt Peer) – Private Sector peer group (Pvt Peer)

The results are displayed with three peer group reference points: – Average: representing the average for the comparative group – 25th Pctl: representing the lowest quartile (most efficient) for the comparative group – 75th Pctl: representing the highest quartile (least efficient) for the comparative group

Differences in spending and other metrics derived from this analysis provide insight into opportunities for increased cost efficiency and reduced risk.



Oracle e-Business Application Support Workload Profile and Peer Demographics

Workload Profile – City of Virginia Beach Oracle e-Business Application Suite has a total of 7,920 Named Accounts

(170 Financials and 7,750 HCM) and 341 Concurrent Users. Modules include: • Government Financials

– General Ledger (GL), Accounts Payable (AP), Purchasing, Fixed Assets, Sub Ledger Accounting (SLA), Payments, Alerts, Cash Management, Accounts Receivables (AR), Project Billing, Project Costing

• Human Capital Management (HCM) – Oracle Advanced Benefits (OAB), Self Service (Manager and Employee), Payroll, Oracle Time & Labor

(OTL), iLearning (OLM), Learning Management, iRecruit, HR Intelligence

Peer Comparison Group Profiles – Government (Govt) Peer Group includes 8 State and Local Government Organizations with

Oracle e-Business Financials and HCM applications with a similar number of Named Accounts at 7,140 and Concurrent Users at 341

– Private (Pvt) Peer Group is a cross industry peer group that includes 8 organizations headquartered in the US with Oracle e-Business Financials and HCM applications with a similar number of Named Accounts 10,227 and Concurrent Users 527 • Industries represented include Manufacturing, Financial Services, Oil and Gas, Pharmaceuticals, Insurance,

Retail Trade, Advertising, Printing and Publishing



Oracle e-Business Infrastructure Support Workload Profile and Peer Demographics

Workload Profile – City of Virginia Beach infrastructure is outsourced to Oracle through Oracle On Demand hosting

agreement. • 1 Physical Linux Server • 4 Operating System Instances • 2 Terabytes of Useable Storage • Oracle Enterprise Edition DBMS Software

Peer Comparison Group Profiles

– Government (Govt) Peer Group comparisons are based on current outsource contracts for similar services provided by “tier 1” service providers.

– Private (Pvt) Peer Group is a cross industry peer group that includes 8 organizations headquartered in the US with a similar number and sized Linux Server and Storage environment.



Executive Summary Oracle ERP Support Benchmark



Overview

The overall focus of this analysis is on Oracle ERP application and infrastructure and operations support for a 12 month study timeframe representing Fiscal Year 2013. – $2.0M of The City of Virginia Beach’s IT expenditures and 9.6 full-time equivalent staff (FTEs) are included in the consensus

models for this analysis. – Gartner Benchmarks utilize a consensus cost model chart of accounts approach to ensure fair benchmark comparisons. As a

result, expenditures captured in the benchmark will not directly match the official IT budget.

The City of Virginia Beach performed an upgrade of the Oracle ERP application to R12 that spanned FY2012 and FY2013. – The cost and associated staffing for the R12 upgrade is excluded from the analysis as the focus is on recurring Oracle ERP

application and infrastructure and operations support spending and staffing.

Two peer groups are included for comparison purposes; a government peer group and a private sector peer group. Both peer groups include organizations with Oracle Financials and HCM that are of a similar size and complexity in terms of named accounts, concurrent users and modules. – The government peer group is considered the closest comparable from a workload and complexity standpoint.

For each peer group, three reference points are included to show the range of spending and staffing to support similar Oracle ERP application and infrastructure environments; the peer average, 25th percentile or most efficient performance of the peer group and the 75th percentile or least efficient performance of the peer group. – While the 25th percentile is identified, and can be used as a stretch target at times, no organization should be driving to perform at

the top quartile for all areas as it may indicate under-investment and risk to service quality. In addition, top quartile is not indicative of best in class.



Executive Summary Total Spending by Functional Area

City of Virginia Beach IT spend for support of the Oracle eBusiness application and infrastructure and operations environments is 12% lower than what similar Government peers would spend on average to support the same workload, at $2.0M versus $2.3M respectively. – Higher efficiency level is driven by

lower cost for application support which offsets higher cost for infrastructure and operations support.



Executive Summary Total Spending by Cost Category

City of Virginia Beach IT spend for Personnel is 26% below the Government peer average. – Lower staffing levels and lower overall

annual fully burdened cost per FTE for application support are the key drivers.

Software costs are 6% lower than the Government peer average.

Hardware costs are 17% higher than the Government peer average. – City of Virginia Beach’s Oracle on

Demand fees are categorized under Hardware, but include hardware, software, facilities and managed services for the ERP infrastructure and operations environment.

– For the Government peer group, hardware also reflects outsourced contract pricing for similar services provided by tier 1 vendors.



Executive Summary Total Spending by Sourcing Type

City of Virginia Beach spends a similar amount on insourced resources compared with the Government peer average.

Spending on outsourcing and contractors is lower than the Government peer average overall.

Compared with the Government peer group, City of Virginia Beach spends less on external resources for application support and more for infrastructure and operations for the Oracle eBusiness Suite.



Executive Summary Total FTEs by Functional Area

City of Virginia Beach IT staffing level for the Oracle eBusiness application support and infrastructure and operations is 21% lower than the Government peer average, at 9.6 versus 12.2 FTEs respectively.

Staffing is lower than the Government peer average for both application support and infrastructure and operations support.



Executive Summary Total FTEs by Sourcing Type

City of Virginia Beach IT has more internal resources and fewer external contractors and consultants in comparison with the Government peer group.



Executive Summary Oracle ERP Application Support FTEs by Staff Category

Technical and Functional Oracle ERP application support staff at the City of Virginia Beach perform functions that often span multiple staff categories. – Combined staffing for

Development, Quality Assurance & Testing and Business Analysis & Architecture, is in line with the Government peer average, at 8.5 FTEs.

– City of Virginia Beach does not have dedicated QA/Testing resources.

Staffing is lower than the Government peer average for all other functions including: – Logical Database Analysis – IT Process Management – Project & Program Management – Services Administration – Management and Administration



Executive Summary Oracle ERP Application Support Cost per FTE

Total annual blended cost per FTE, including both internal staff and contractors, is 18% lower than the Government peer average, at $97K versus $118K.

Cost per FTE for internal staff is 9% lower than the Government peer average, at $96K versus $106K. Cost per FTE for contractors is significantly lower than the Government peer average, at $115K versus $175K. Note: peer data is not adjusted for geographic cost of living considerations, tenure and skill sets which can also

impact compensation comparisons. Cost per FTE by Sourcing Type Total Blended Cost per FTE



Executive Summary Oracle ERP Application Support Service Request Efficiency

Number of service requests (SRs) opened for the fiscal period falls between the average and the 25th percentile of the Government peer group similar to the staffing comparisons. – 810 service request were opened during

the year and 819 service requests were closed indicating a significant number of work requests were completed and that there is not a large backlog of open SRs.

– Backlog of open SRs excludes expansion and large project CIPs.

Overall Service Request Efficiency during the study year (SRs closed / SRs opened) is 1.01% versus the Government peer average of 0.88%.

City of Virginia Beach has a higher service request close rate than peers when comparing the number of closed requests versus those that are still open.



Executive Summary Oracle ERP Application Support Defects

Breakout of Defects by Severity Total Defects

City of Virginia Beach reported a higher total number of defects in the production environment when compared with the Government peer group.

In addition, there are a higher number of the most critical and major defects which have the greatest visibility and impact on the organization.



Recommendation 1: Application Support Staffing Levels

City of Virginia Beach has lean staffing and low spending on personnel costs for Oracle ERP Application production support and sustainment. – Overall staffing is 16% lower than the Government peer average

and personnel costs are 26% lower in comparison with the government peer group average.

The City did a great job in addressing a large volume of service requests and there is a smaller backlog of open service requests. However, staffing is not sufficient to address expansion work and will face coverage pressure due to staff turnover and as the use of self-service (i.e., Open Enrollment and iLearning) increases.

In addition to lean overall staffing, there is a high dependency on key individuals in certain areas and some significant differences between the City of Virginia Beach and the peer group in terms of the distribution of the FTEs across the various IT functions. – Staffing is similar to the peer group for direct technical and

functional job categories, but is lower for indirect functions such as database administration, quality assurance and testing and planning and process management.

Obtain additional funding and resources to meet expected increase in demand for on-going support, growth and expansion. – Use the results of this benchmark and business value metrics to build a

case for balancing resource needs through hiring internal staff and/or contractors.

Establish an approach to managing current, and planning for future, personnel resources. – Identify key skills, roles and positions required to support critical

initiatives, including Technical and Functional roles, Database Administration, Quality Assurance & Testing, Business Analysis and Architecture and Planning and Process Management

– Analyze and evaluate “bench strength” for those same efforts, while considering needs that may be sourced by external resources.

– Ensure that critical knowledge is documented and shared rather than siloed with specific individuals.

– Take a long-term view to account for emerging roles and skills, as well as current and near-term needs.

Monitor backlog and quality levels closely to ensure that proper priority is given to those efforts that are consistent with business objectives. – Engage the business in governance and demand management to

ensure that requests are prioritized and assigned appropriately given resource availability.

Key Issues Actions



Recommendation 2: Personnel Costs

Personnel costs are 26% lower than the peer groups overall. This is driven by a combination of lower staffing for application production support and sustainment and lower cost per FTE.

Cost per FTE is lower than the peer groups for both employees and contractors. The City’s job specifications and salary structure constrain the organization in terms of attracting, hiring and retaining skilled ERP resources.

The City of Virginia Beach used fewer contractors and consultants for routine application production support and sustainment work in FY13 in comparison with the Government peer group and the low cost per FTE for contractors reflects strong negotiation for required skill sets.

The concern with this environment is that organizations unable to pay competitive salaries must consider the implications, i.e., an increased reliance on contractors that typically result in higher cost and loss of business knowledge over the long-term and potential project delays due to staff shortages.

Decouple the ERP staff's salary and compensation structures from the City’s norms, and rebase compensation in line with market compensation.

Perform periodic reviews of competitive compensation. The goal is to be within 10 to 15 percent of market rates. Those organizations where compensation falls below 30 percent of the industry norm typically face higher turnover.

Compensation plans should extend beyond just monetary rewards and include elements like holiday time, more flexible hours, benefits and training.

Key Issues Actions



Recommendation 3: Infrastructure and Operations Support

The City of Virginia Beach outsources its infrastructure support through an Oracle Cloud Services (Oracle on Demand) hosting arrangement.

The annual cost for these services appears 17% higher than what peers would spend to outsource an environment that is similar to the City of Virginia Beach’s in size and complexity, at $541K versus $464K. – Note: the peer comparisons are based on current outsource

contracts for similar services provided by “tier 1” service providers.

There is little detail in the contract on service provider responsibilities, service levels and architecture including the software stack and the environment configuration. – The environment is configured to support a peak of 900 concurrent

users which indicates that there may be room for growth. – There is built in resiliency through the outsourced arrangement and

there are SLAs in the event of a disaster for recovery time of tape backup.

– The City of Virginia Beach reports that storage usage has been rising which may impact contract pricing in the future.

City of Virginia Beach also reports that it takes 6-8 weeks to obtain a new test environment. A goal of using a cloud solution is to have flexibility and to provide the developers with an agile environment for solution delivery.

A formal contract evaluation is recommended if renegotiations are an intended outcome. Service provider responsibilities, the software stack and environment configuration and service levels can have a significant impact on contract pricing.

Identify vendor versus retained responsibilities, detail on the software stack and environment configuration, and incorporate operational service levels into the contract that are in line with business requirements. – Standard SLAs include system availability, application uptime, and

resolution time for problems.

Negotiate with Oracle service levels and potential additional extended service fees for faster creation of non-production environments for development, testing, training and demonstration purposes and enhanced refreshes.

Establish a storage management strategy that includes data storage preferences, redundancy, backup, archival and retention based on a specific City storage policies. – Prices for storage have been dropping at a rate of 30% per year.

Consider renegotiating the contract at the end of its term to reflect current and anticipated storage use and competitive pricing.

Review vendor management processes and resource capacity to ensure that there is sufficient oversight to manage the relationship with Oracle effectively.

Key Issues Actions



Recommendation 4: Infrastructure and Operations Sourcing

The City of Virginia Beach is considering its sourcing options for ERP application infrastructure and operations support, i.e., whether to continue to procure Oracle Cloud Services, host the application with an alternate vendor or to bring the infrastructure and operations support in-house.

A key benefit of retaining Oracle as the infrastructure and operations outsourcing partner is access to their knowledge base and skills and thus increased efficiency and reduced risk in how the application is managed and maintained. However, the length of time to get changes deployed into production and to obtain non-production environments and refreshes are clearly issues with the current model.

Determine any incremental costs to obtain greater responsiveness from Oracle for setting up non-production environments.

Weigh the total costs of the current contract plus any incremental costs with the service quality in terms of flexibility and responsiveness and potential risks associated with a transition.

Key considerations when evaluating insourcing include: – What are the competitive benefits that can be achieved by

developing the internal IT expertise necessary to support the ERP infrastructure and operations environment effectively?

– Does the City of Virginia Beach have the skills and bandwidth needed to support the ERP operations (e.g., database administrator, system administrator, etc.)?

– Is the City of Virginia Beach willing to invest in establishing internal resources and developing the skills to manage the ERP infrastructure and operations?

– When comparing costs between in-house, the ERP vendor and a third party vendor, factor in cash flows from personnel, software infrastructure (e.g., database, middleware) licenses and maintenance, hardware and hardware maintenance, networking services, facilities and disaster recovery.

When evaluating sourcing alternatives investigate critical areas, including pricing mechanisms and demand management, architectural specifications and limits, impact on application software licenses, transition in and out, contract terms and conditions, security, compliance, auditing, and risk management.

Key Issues Actions



Recommendation 5: Quality

City of Virginia Beach reported a higher total number of defects in the production environment when compared with the government peer group. In addition, there are a higher number of the most critical and major defects which have the greatest visibility and impact on the organization.

City of Virginia Beach has does not have dedicated Quality Assurance and Testing staff. Testing is performed by the development staff.

Focus on reducing the number of defects in the production environment by improving the understanding of defect drivers and addressing root causes which in turn affords reductions in cost and improvements in productivity and satisfaction. – Review available information on accumulated defects (i.e., incident

and event logs, metrics and reporting). – Categorize defects by module and by type (e.g. major one time

incidents, frequent incidents, events, call backs, duration of incidents, any incidents that have automation or training opportunities).

– Identify repetitive problems and opportunities to improve service quality.

– Establish a set of key metrics for critical and major defects; measure, track and improve performance over time.

Explore the establishment of a shared Quality Assurance Resource Center. Dedicated Quality Assurance/Testing staff are a best practice.

Key Issues Actions



Recommendation 6: Value

ERP is a contradiction. Organizations realize that, without a robust ERP backbone, the organization effectively stops working. Yet, many users and business leaders wish their ERP would better serve the business and the users within the organization

One of the primary complaints that users have about ERP applications is that they cannot get the information they need to do their jobs. Many organizations believe that getting all the data into the ERP and using standard reporting tools in the ERP will meet the business needs. However, in order to make it easier to get better information it is crucial to bolster business intelligence (BI) and analytic capabilities as part of the overall ERP strategy.

Establish an ERP strategy that is aligned with BI, analytics and performance management strategies.

Evaluate business intelligence and analytic capabilities that can be leveraged as part of the ERP vendor solution or from a third-party provider.

Establish a budget and funding for investments in business intelligence and analytic capabilities.

Key Issues Actions


GARTNER CONSULTING


Analysis By Area


GARTNER CONSULTING


Oracle e-Business Application Support



Oracle e-Business Application Support Consensus Model

Gartner’s consensus model for ERP Application Support includes spending and staffing associated with maintenance of any duration, problem support and resolution, patches and minor upgrades and functional enhancements that are less than two person- weeks for the following functions: – Developers, Logical DBAs, Quality

Assurance (QA) & Testing, IT Process Management, Business Analysis & Architecture, Project & Program Management and Management and Administration.

Licensing and maintenance fees for ERP package software and tools, as well as costs for facilities used by the staff are also included in the consensus model.



Oracle e-Business Application Support Scope and Peer Profile

City of Virginia Beach Scope – Oracle e-Business Application Suite 7,920 Named Accounts (170 Financials and 7,750 HCM) and 341

Concurrent Users. – Government Financials:

• In use: General Ledger (GL), Accounts Payable (AP), Purchasing, Fixed Assets, Sub Ledger Accounting (SLA), Payments, Alerts, Cash Management,

• Purchased but not in use: Accounts Receivables (AR), Project Billing, Project Costing – Human Capital Management (HCM)

• In use: Advanced Benefits (OAB), Self Service (Manager and Employee), Payroll, Oracle Time & Labor (OTL),

• Purchased but not in use: iLearning (OLM), Learning Management, iRecruit, HR Intelligence

Peer Profile – Government (Govt) Peer Group: 8 State and Local Government Organizations with Oracle e-Business

Financials and HCM applications with a similar number of Named Accounts at 7,140 and Concurrent Users at 341

– Private (Pvt) Peer Group: 8 US organizations across the Manufacturing, Financial Services, Oil and Gas, Pharmaceuticals, Insurance, Retail Trade and Advertising, Print and Publishing industries with Oracle e-Business Financials and HCM applications with a similar number of Named Accounts 10,227 and Concurrent Users 527.



Oracle e-Business Application Support Cost Efficiency and Productivity Summary

Overall efficiency is higher (better) than the Government peer average. Cost per concurrent user is 19% lower than the government peer average, at $4,311 versus $5,354. Productivity, in terms of concurrent users supported per FTE, is 20% higher than the Government peer average, at 36 versus 30.

Concurrent Users Supported per FTE Cost per Concurrent User



Oracle e-Business Application Support IT Spending by Cost Category

City of Virginia Beach IT spend for support of the Oracle e-Business application is $350K less than what the Government peer group would spend to support the same workload, at $1.5M versus $1.8M.

Personnel is the largest cost component. Spending is 26% or $320K lower in comparison with the Government peer average for Personnel.

Software costs, which include the maintenance fees for the Oracle e-Business Suite and tools, are 6% lower than the Government peer average.



Oracle e-Business Application Support IT Personnel Spending by Sourcing Type

Spending on internal resources (insourced) falls within a similar range of the Government peer average, at $872K versus $851K.

Compared with the Government peer average, City of Virginia Beach has lower spending on selective outsourcing and contractors for routine applications support and sustainment tasks.



Oracle e-Business Application Support IT Personnel Spending by Staff Category

City of Virginia Beach has lower spending for nearly all staff categories including: – Development – Quality Assurance &

Testing – Logical Database

Analysis – IT Process Management – Project & Program

Management – Services Administration – Management

Lower spending levels are a combination of fewer staff and lower cost per FTE.



Oracle e-Business Application Support Total Adjusted FTEs by Sourcing Type

City of Virginia Beach IT staffing for support of the Oracle e-Business application is approximately 2 FTEs or 16% less than what the Government peer group would require on average to support the same workload, at 9.6 versus $11.5 FTEs.

Use of external contractors and consultants is lower than the Government peer average.



Oracle e-Business Application Support Total FTEs by Staff Category

Technical and Functional Oracle ERP application support staff at the City of Virginia Beach perform functions that often span multiple staff categories. – Combined staffing for Development,

Quality Assurance & Testing and Business Analysis & Architecture, is in line with the Government peer average, at 8.5 FTEs.

– City of Virginia Beach does not have dedicated QA/Testing resources.

Staffing is lower than the Government peer average for all other functions including: – Logical Database Analysis – IT Process Management – Project & Program Management – Services Administration – Management and Administration



Oracle e-Business Application Support Workflow - Support

Workflow breakout of City of Virginia Beach Oracle ERP application support effort shows similar percentages of effort spent on Defect Repair and Minor Enhancements in comparison with the Government peer group.

Percentage of effort spent on Business Operations Support is lower than the Government peer group,

Amount of effort spent on Technical Upgrades is higher in comparison with the Government peer group.



Oracle e-Business Application Support Service Requests

810 service request were opened during the year and 819 service requests (SRs) were closed indicating a significant number of work requests were completed and that there is not a large backlog of open SRs.

Overall Service Request Efficiency during the study year (SRs closed / SRs opened) is 1.01% versus the Government peer average of 0.88%.

City of Virginia Beach has a higher service request close rate than peers when comparing the number of closed requests versus those that are still open.



Oracle e-Business Application Support Defects

City of Virginia Beach reports a higher total number of defects in the production environment when compared with the Government peer group.



Oracle e-Business Application Support Defect Severity

City of Virginia Beach also reports a higher number of critical and major defects which have the greatest visibility and impact on the organization.



Oracle e-Business Application Support Cost Per FTE

Total annual blended cost per FTE, including both internal staff and contractors, is 18% lower than the Government peer average, at $97K versus $118K.

Cost per FTE for internal staff is 9% lower than the Government peer average, at $96K versus $106K. Cost per FTE for contractors is significantly lower than the Government peer average, at $115K versus

$175K.

Cost per FTE – Insourced versus Contractor Total Blended Cost per FTE


GARTNER CONSULTING


Oracle e-Business Infrastructure and Operations Support



Oracle e-Business Infrastructure and Operations Support Midrange Server Consensus Model

Gartner’s consensus model for ERP Infrastructure and Operations Support includes spending and staffing associated with the provisioning of the full life cycle management of processing/hosting services on midrange platforms including acquisition, deployment, maintenance, change management and disposal.



Oracle e-Business Infrastructure and Operations Support Storage Consensus Models

Gartner’s consensus model for ERP Infrastructure and Operations Support includes spending and staffing associated with the provisioning of the full life cycle management of storage services utilizing on-line, near-line and offline technologies including acquisition, deployment, maintenance, change management and disposal.



Oracle e-Business Infrastructure and Operations Support Scope and Peer Profile

City of Virginia Beach Scope – Oracle e-Business Application Suite is hosted by Oracle through an Oracle Cloud Services (Oracle on Demand)

hosting agreement at Oracle’s data center(s). • 1 Physical Linux x86 Server • 4 Operating System Instances • 3 Database Instances • 2 Terabytes of Useable Storage • 24.6 Terabytes of Tape Stored Offsite • Oracle Enterprise Edition DBMS Software • Oracle Fusion Middleware • Virtualization Software

Peer Profile – Government (Govt) Peer Group: Reflects comparisons with rates for current outsource contracts for similar

services provided by “tier 1” service providers. – Private (Pvt) Peer Group: Cross industry peer group that includes 8 US organizations with a similar number and

sized Linux Server and Storage environment.



Oracle e-Business Infrastructure and Operations Support Efficiency Cost per Operating System Instance

Overall cost per Operating System Instance falls at the high end of the range for the Government peer group.



Oracle e-Business Infrastructure and Operations Support Total Spending by Cost Category

City of Virginia Beach IT spend for support of the Oracle e-Business infrastructure and operations is $77K more than the market price for similar services provided by “tier 1” service providers, at $541K versus $464K.



Oracle e-Business Infrastructure and Operations Support Total Adjusted FTEs by Sourcing Type

Outsourced equivalent staffing to provision a similar environment is 0.8 FTEs.



Gartner Contact Lisa Warden Associate Director Gartner Consulting Telephone: +1 303-733-4321 [email protected]

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