1. MeasureIT Industry Benchmarking Report
IT Financial Metrics: Business and Professional Services

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. Detailed Financial Metrics – Operational Budgeting

17. Detailed Financial Metrics – Capital Budgeting

18. MeasureIT Industry Benchmarking Report
IT Staffing Metrics: Business and Professional Services

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. Detailed Staffing Metrics – Demographics and IT Staff Organization

34. Detailed Staffing Metrics – Staff Experience and Personal Experience

35. Detailed Staffing Metrics – Staff Activity