Cornell University Workforce Planning Study Analysis 29 August 2003 Engagement: 220526241.

Cornell UniversityWorkforce Planning Study Analysis

29 August 2003

Engagement: 220526241

For internal use of Cornell University only. © 2003 Gartner, Inc. and/or its affiliates.

All Rights Reserved.

Cornell UniversityWorkforce Planning Study Analysis29 August 2003

Table of Contents

Executive Summary

Introduction

Financial (Quantitative) Analysis

Qualitative Analysis and Additional Information

Appendices




Executive Summary

The Best Practices suggested by the IT Work Force Planning team, if implemented, can reduce Cornell’s IT expenditures by almost $9,800,000 per year Immediate savings of $1,400,000/year through better use of Cornell’s purchasing power are available within one year

Labor savings of $2,400,000/year are available through the centralization of IT within the organization units and by creating a more coordinated operation of Cornell’s decentralized IT organization

Larger but long term savings of $6,000,000/year are available through the establishment and use of an appropriate IT architecture within all Cornell organizations

Gartner believes that all of the best practices identified by the IT WFP Team are valid and many of them need to implemented in a coordinated manner to achieve the benefits




Summary of Best Practice Evaluation

Category/Best Practice

Quantitative Benefits/yr

TypeProbability of

SuccessCritical Success Factors

Organization

1. Defined IT Unit $1,242,850 Personnel reduction MediumOrganization Structure Change, finding excellent IT Managers

2. Manager of IT UnitEnables other

recommendationsMedium - High Finding the managers

Management of People1. High Quality Management

Enables other recommendations

Medium - HighFinding and attracting high quality IT managers

2. Harvest Fractional IT $834,384 Personnel reduction High Establishing the organization IT Units3. Training $309,504 Purchasing power High Establishing common curriculum

4. Cross TrainNo identifiable financial

benefitHigh Establishing the organization IT Units

5. Career Development Unknown but exists Personnel costs HighEstablishing the organization IT Units, revisiting job families

Communications1. IT Managers Committee

Enables other recommendations

MediumEstablishing single point of IT focus within each organization unit

2. Develop Architecture $6,000,000 People, and technology

Medium - LowWill take time to reach savings, e.g. implement architecture over time

3. Create/Support SIGSEnables other

recommendationsMedium

Will require eliminating shadow IT organizations

Technology1. Aggregate Purchases $500,000 Purchasing power High Requires discipline and governance

2. Manage life cycle $640,000 Purchasing power MediumSee above, requires discipline in planning and architecture

3. Use Central Server Farm

Unknown but exists Personnel reduction LowRequires transfer of function to service provider

4. Use Shared email $265,000 Duplication of

technologyMedium

May not provide what special organizations require

5. Manage portfolio Already accounted for MediumMay take time to reach full benefits as architecture is deployed

$9,791,738

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Workforce Planning Study Analysis29 August 2003

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Introduction




Project Background

Cornell has embarked on an initiative to identify the appropriate organization for the use and support of information technology (IT) within the University

Based on a review of IT spending, organization and needs, the Cornell IT Workforce Planning Team has proposed a series of recommendations for future IT operations at Cornell

The Workforce Planning team sought an independent consulting firm to identify potential cost savings that would be generated by the implementation of the Team’s recommendations




Project Objectives

The Workforce Planning Team sought Gartner’s professional opinion on the cost implications of implementing the best practices recommended in the IT Workforce Planning Study

Specifically, Gartner was tasked to: Determine the cost implications of the Best Practice and IT responsibility recommendations proposed by

the Workforce Planning Team and provide an expected financial benefit for each recommendation if implemented

Suggest and provide benchmark data on why other “best practices” may be beneficial




Project Scope

The scope of this project encompasses the following area: Quantitative cost implications of the recommendations suggested in the draft IT Workforce Planning Study

Although not specifically in scope, Gartner will attempt to provide the following value-added information where possible: Qualitative benefits of each recommendation

Critical success factors

Estimated probability of success for each recommendation (excluding cultural factors unique to Cornell)




Methodology

Review of documentation, including IT WFP Study

Interviews with subset of key stakeholders (see Appendix A for interview list)

Internal analysis using Gartner data and industry research

Review with Cornell sponsor

Adjust analysis based on iterative feedback

Present final findings to Workforce Planning Team

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Financial (Quantitative) Analysis




Factors Influencing IT Staff Counts

Geographically Dispersed Sites

Aggressive IT Adoption Profile

Aggressive Base of Computer Users

Decentralized IT Decision Making

Client/Server Computing

Heterogeneous Computing

No Architectural Compliance

Minimally Automated Tool Infrastructure

Little Investment in IT Training

Low Degree of Staff Motivation

Poor Definition of Roles and Responsibilities

Geographically Centralized Sites

Conservative IT Adoption Profile

Conservative Base of Computer Users

Centralized IT Decision Making

Monolithic Computing

Homogeneous Computing

High Architectural Compliance

Highly Automated Tool Infrastructure

High Investment in IT Training

High Degree of Staff Motivation

Clear Definition of Roles and Responsibilities

Potentially Higher Staff Count Potentially Lower Staff Count

The following chart depicts typical IT staffing drivers1. Based on a review of Cornell’s IT environment, Gartner has qualitatively plotted Cornell’s position and identified areas in which implementation of the IT WFP Team’s recommendations may yield financial benefits

Current Future No projected change Opportunity to Improve




Recommendation # 1

Units should create an IT organizationUnits should create an IT organization

Organization Structure

Based on several of the factors described on the previous page (e.g., more centralized IT decision making, higher degree of staff motivation, and clearer definition of roles and responsibilities) Gartner assumes that Cornell will be able to conservatively remove 5% of its FTE out of non-centralized areas. Also driving these reductions will be the presumed migration from a flat organization structure with a low ratio of managers-to-employees to a more vertical one in which management and support overlap is reduced

Estimate is aggregated, as certain units (e.g., JGSM, Hotel etc) are already aligned to this projected structure, and others (e.g., CALS) have more room for improvement

Based on an average salary of $53,000, and a 5% reduction in FTE count, Cornell can reasonably expect to save $1,242,850 annually

Successful execution of this recommendation is predicated upon the implementation of Organization Recommendation # 2, “Units should designate a Manager of IT to supervise IT staff in the unit”




Recommendation # 2


While there are no immediate quantifiable benefits from this recommendation, it is a key enabler of the recommendation, “Units should create an IT organization”

Units should designate a Manager of IT to supervise IT staff in the unitUnits should designate a Manager of IT to supervise IT staff in the unit




Recommendation # 1

Management of People

No immediate quantifiable benefits can be realized from this recommendation, however it is also a key enabler of the recommendation, “Units should create an IT organization”

Units should ensure high quality management and administration of the IT functionUnits should ensure high quality management and administration of the IT function




Recommendation # 2


Based on information provided to Gartner, the overall IT function at Cornell is comprised of 802 people performing the work of 737 FTE’s. Of these 802 people, 657 are fully dedicated to IT, with 145 performing the work of the remaining 80 FTE’s. The combined median salary paid to these 145 workers from IT budgets was $4,171,991, for an average FTE salary of $52,149. As the average salary paid to the FTE’s dedicated solely to IT was $53,845, Gartner sees inconsequential savings from consolidating the 145 part-time IT workers into 80 full-time IT workers

However, if many of the other recommendations contained in the WFPS are implemented and Cornell realizes its anticipated efficiencies through incorporation of partial IT resources into full-time resources in a professionally managed organization, it can be reasonably inferred that approximately 20% of the excess 80 FTE’s could be harvested, resulting in annual savings of approximately $834,384

In contrast to the reactive nature of the above bullet point, the future existence of professionally run organizations that deliver dependable service with a high level of quality will discourage departments from creating fractional resources. This will therefore proactively reduce the possibility of creating this kind of inefficiency in the future

Harvest and re-deploy the “fractional person”Harvest and re-deploy the “fractional person”




Recommendation # 3

IT staff training should be a high priority for units and training needs should be aggregated to permit economies of scale and mutual support



Increased training will not in and of itself lead to quantifiable savings, however better training is a critical success factor to realizing the organizational efficiencies hoped for in earlier recommendations

Aggregation of training needs will allow Cornell to decrease training costs by 30-40%2. Rather than sending individuals to training one at a time, training requirements can be pooled so that vendors can deliver training on-site at Cornell

No hard dollar savings projections have been allocated to this category since there are currently so many unmet training needs at Cornell. If Cornell were to consolidate IT units and establish standard training and career paths, it is likely the overall training costs will actually rise versus the current spend

While training costs may rise compared to today’s environment, failure to aggregate spending in the post-IT WFPS environment will result in considerably higher spending than warranted. For example, using current FTE counts of 737 FTE and a “one-off” purchase cost of $1,500 per person for yearly training, Cornell could reasonably expect to save $309,540 per year through aggregated purchases of training

– 737 FTE at $1,500 per person ($1,105,500) minus 590 FTE taking training at a 35% discount ($575,250) and 147 FTE taking fully loaded training for specialized purposes ($143,325)




Recommendation # 4


Potential zero-sum gain; no significant direct cost savings Cross-training increases costs while providing enhanced service (provides back up coverage and flex

work force when problems occur)

Dollar savings can be achieved through the elimination of temp and contract workers to fulfill demand (see assumption below). Gartner has not been able to identify the amount of temporary workers used at Cornell

– Assumption that service delivery cannot be allowed to deteriorate

Units should cross-train their IT staff so they can provide back-up coverageUnits should cross-train their IT staff so they can provide back-up coverage




Recommendation # 5


Gartner was not able to determine the number of IT employees with defined career paths, however for estimating purposes Gartner Research shows that3:

38% of people who leave their IT jobs do so because of lack of a career development path

It costs 250% of an individual’s salary to replace a lost worker

Gartner estimates that fewer than 35% of Cornell’s IT workforce is on a structured career path

Units should provide for career development of IT staffUnits should provide for career development of IT staff




Recommendation # 1

Communication

While not a direct driver of cost savings, an effective IMC can serve as a critical enabler of financial benefits generated through architecture, governance and adoption of best practices

Unless the Organization Structure Recommendation #1 is adopted and implemented, an IMC at Cornell will be largely ineffective

An IT Managers Council (IMC) should be formed with membership of the designated IT manager for each major unit





Recommendation # 2

Communication

There are three major benefits of architecture, from the most tactical to the most strategic. These include: Cost reduction and technology standardization; Process improvement; and Strategic differentiation. Critical to this survey is cost reduction

Cost Reduction - Gartner has estimated the IT personnel cost model for organizations with various architectural states.4 For Cornell, we believe that because of the multiple IT organizations and the lack of an overall IT organization or control structure, architectural complexity and diversity will be at a maximum. If Cornell was able to reduce complexity and adopt a consistent architecture, it would be possible to reduce IT spending levels by 10-20% for the areas where architecture compliance is possible. We estimate that 50% of the Cornell IT spend could be influenced by architecture and could generate possible savings of $6M per year. These reductions may be obtained as a consistent and compliant architecture is implemented through personnel reductions and technology acquisition and support savings

The Director of Business Information Systems in CIT should take an active role in developing and promulgating a vision and architecture for administrative systems that includes not only the central functional systems but also the school/college and departmental level systems





Recommendation # 3

Communication

In the same manner as IMC’s, SIGS are not a direct driver of cost savings, however effective SIGS can serve as a critical enabler of financial benefits generated through architecture, governance and the identification, dissemination and adoption of best practices

Special Interest Groups (SIGS) should be formally recognized and supportedSpecial Interest Groups (SIGS) should be formally recognized and supported




Recommendation # 1

Management of Technology

Implementation of this recommendation can lead to reduced costs of $500,000 per year for PC purchases. Gartner has estimated the benefits at 10%reduction for 50%of the PC hardware purchases of $10,000,000 per year

Today Cornell generally orders PC’s as they are requested by the user community. Cornell Purchasing does bid larger purchases and realizes additional cost savings over the educational discounts

– When Cornell procurement submits bids against the standard educational discount, additional savings of approximately 5-10% are received

Cornell can move to a model where an additional 10-20% savings are gained. Cornell would accomplish this by aggregating and bidding PC and server requirements on a monthly basis

Annual Cornell PC purchases - $10,000,000 per year

Consolidated software license purchases may also provide Cornell additional cost reductions

Units should take advantage of opportunities to aggregate hardware and software purchasesUnits should take advantage of opportunities to aggregate hardware and software purchases




Recommendation # 2


$640,000 per year for PC acquisition achieved through migration to a 4 year PC cycle Assume $8,000,000 per year since only 80% are in scope, therefore savings are 8% of $8,000,000.

(25% versus 33% replacement)

See Qualitative benefits section for rationale of moving to a 4 year model

Units should actively manage the life cycle of computer hardware and softwareUnits should actively manage the life cycle of computer hardware and software




Recommendation # 3


Could lead to reduced personnel counts if system administration rights were transferred to central operations To establish the potential savings, Cornell needs to know number of server support personnel as well as the number of servers being supported

Gartner estimates approximately 500 servers outside CIT - approximately 200 are production servers which require the type of professional environment provided by CIT server farm

CIT must provide competitive, flexible pricing and service options in order to accommodate the needs of the user community. A new charge-back model may be necessary to drive desired behavior

Benefits from this Best Practice come through the elimination of redundant personnel. It is unclear whether Cornell organizations would be willing to centralize all server support staff in a centralized organization. Savings through logical and physical consolidations of large server environments such as Cornell, can reach 10-20% of existing personnel

Potential cost savings are from: Real estate - Some savings possible from floor space reallocation. This could potentially reduce the need for additional construction of general use space

System Administration and Operators - YES, if units are willing to cede control

Units should take advantage of central server farm machine room and operating systems support services





Recommendation # 4

Units should take advantage of the institutional electronic mail and calendar services rather than operating their own



According to the IT WFP Study: Cornell’s central email services currently support about 32,000 users at a cost of about $23 per

account per year

There are currently about 7 separate departmentally run email systems that together support about 5,000 accounts. One estimate of the cost of these local systems was about $53 per account per year

If all of these accounts were migrated to the central email service, savings of approximately $53 X 5,000, or $265,000 per year would be possible

Gartner agrees with these figures




Recommendation # 5


Quantitative Benefits See Benefits under Technology Recommendations #1, and 2, and Communication Recommendation

#2

Cornell should more aggressively designate and manage its portfolio of hardware and software standards


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Additional Information

Qualitative Benefits

Research




Recommendation # 1

Units should create an IT organizationUnits should create an IT organization


Qualitative Benefits In addition to the quantitative benefits described in the previous section, Cornell should

expect to attain the following qualitative benefits through the creation of unit IT organizations:

– More consistent services and support coverage

– Reduction of temps, contractors and other unofficial support mechanisms (e.g., Comp USA)

– Increased staff satisfaction and retention through development of career opportunities within the group (see recommendation for quantitative benefits attributed to career planning)

– Greater level of specialization and efficiency within units




Recommendation # 2


Qualitative Benefits Single view of IT within a unit, enabling leveraging of resources, load balancing, mentoring and

enhanced skill acquisition

As this is essentially the “execution” of the previous recommendation, many of the same benefits can be expected

Additional Information Gartner assumes that designated managers are trained and effective. Failure in this regard will

potentially lead to higher costs and inefficiencies

Units should designate a Manager of IT to supervise IT staff in the unitUnits should designate a Manager of IT to supervise IT staff in the unit




Recommendation # 1


Qualitative Benefits Same as previous recommendations

Units should ensure high quality management and administration of the IT functionUnits should ensure high quality management and administration of the IT function




Recommendation # 2


Qualitative Benefits Better support through specialized training. For example, rather than training four

employees to perform one task for different units and departments, a team of specialists can be created to provide professional service across a wide swath of technologies with deeper skills than currently provided

Harvest and re-deploy the “fractional person”Harvest and re-deploy the “fractional person”





Qualitative Benefits Ability to extract more value from equipment and take full advantage of the tools in which Cornell has invested

Decreased time required to learn a given job and become productive

Improved job satisfaction

Improved teamwork and leveraging of internal capabilities

Increasing organizational commitment (see career path recommendations)

Higher quality and better service

Additional Information Aggregation of training is enabled by some standardization of architecture. Failure to make improvements in the areas of standards and architecture

will result in decreased ability to take advantage of economies of scale in the area of training



Recommendation # 3




Recommendation # 4


Qualitative Benefits Better, or at a minimum, more consistent service using personnel who are familiar with Cornell technology and

processes

Increased job satisfaction for employees through opportunities to access new skills

Foundation for future success based on increased confidence in new central IT structure’s ability to deliver quality service

Additional Information Assumption that service delivery cannot be allowed to deteriorate

Assumption all training is done internally through “shadowing” and that no additional hard costs are incurred as a result

Units should cross-train their IT staff so they can provide back-up coverageUnits should cross-train their IT staff so they can provide back-up coverage




Recommendation # 5


Qualitative Benefits Increased job satisfaction; higher quality service; more motivated employees

Units should provide for career development of IT staffUnits should provide for career development of IT staff




Recommendation # 1

Communication

Qualitative Benefits Gartner does believe an IMC is critical for the effective management and coordination of a

decentralized IT organization

An IMC lays the foundation for effective IT governance and architecture. An IMC should act as the foundation for governance for the overall IT services that are consumed within the organization

An IMC will yield better communication and coordination which leads to greater efficiency and utilization of resources

An IMC will create a sense of the need to create more value with existing IT resources within the Cornell community and should focus the strategy process within this council






Recommendation # 2

Communication

Qualitative Benefits Architecture should be considered a defined set of rules that spell out what technologies will be utilized and why. Failure to

reign in complexity and adhere to a defined architecture will lead to ongoing cost and service issues. According to Gartner research, “the key underlying factor in any discussion of architectural complexity is that for every new layer of complexity added, overall reliability drops and cost goes up”5

A well designed IT architecture improves the relationship between the business and IT service providers. Architecture allows the service providers to react faster to business needs by creating solutions that can be leverage and reused. This provides the business units with more rapid solutions and the ability to generate business value quicker

Architecture also clearly defines IT technology decisions and direction, and eliminates the revisiting of decisions that have already been made. This results in fewer products to support, and fewer suppliers and larger acquisitions that can be managed more effectively






Recommendation # 2 (cont)

Communication

Additional Information Gartner research shows that a key reason an architecture is needed is to constrain this

explosion of complexity and its associated cost.6 Directly correlated with this complexity is sustaining an enterprise's agility to react to change. From this perspective, architecture essentially serves to reduce complexity by facilitating selection of single-source functionality, reduction of the number of multipliers in the complexity equation and improvement of the enterprise's ability to absorb future change. “Without support for an architecture, the non-IT managers who pay the bills better have deep pockets, for they will suffer the situation that prompted the operational question, ‘why am I paying so much for such marginal service?’ "

The Director of Business Information Systems in CIT should take an active role in developing and promulgating a vision and architecture for administrative systems that includes not only the central functional systems but also the school/college and departmental level systems (cont)

The Director of Business Information Systems in CIT should take an active role in developing and promulgating a vision and architecture for administrative systems that includes not only the central functional systems but also the school/college and departmental level systems (cont)




Recommendation # 3

Communication

Qualitative Benefits SIGS can create a sense of community and create both formal and informal resource sharing organizations

A central IT organization can use SIGS as a means to develop new services that the members of the SIG need

To effectively deliver real benefits to the University, SIGS should be supported by a central IT governance council and should be an official part of the IT resource load of the university - not an alternative to the central organization

Additional Information SIGS today at Cornell appear to be a reaction to CIT and are not an official part of the Cornell IT organization

Special Interest Groups (SIGS) should be formally recognized and supportedSpecial Interest Groups (SIGS) should be formally recognized and supported




Recommendation # 2


Qualitative Benefits Fewer changes for PC owners means less disruption

Decreased maintenance requirements due to lower number of PC’s that require set-up

Additional Information Savings through managing a large technology portfolio are usually easy to accomplish and maintain.

Gartner recommends that Cornell move to a 4 year life cycle for its typical desktop PC’s. PC’s in the Pentium 3 and 4 class using the Windows 2000+ operating environments do not utilize the capacity of the desktop. Gartner believes the majority of desktops can and should be managed with a 4 year life

Units should actively manage the life cycle of computer hardware and softwareUnits should actively manage the life cycle of computer hardware and software




Best practice: Enterprises should begin the due diligence within their organizations to determine if a four-year replacement strategy is applicable7

60

End of LifeProductivity

Acceptable Levelof Productivity

Unacceptable Levelof Productivity

Time in Months

TechnicalLife

Useful Life

12 24 36 48

PC Hardware Asset Management

Historically, Gartner has recommended a PC life cycle strategy to match the warranty and useful life, typically three years. However, the dynamics of the assumptions around this time frame have changed. Therefore, we now recommend that enterprises segment their users based on need, where low-end/mainstream users adopt a four-year useful life for their PCs




PC Asset Management

“High-end” users: Four years is not appropriate for all users. Most enterprises such as Cornell have a subset of high-end users (that

is, engineers, financial analysts and scientists) who are still best served by a three-year-or-less refresh cycle

“Typical” users: For “typical” uses (that is, word processing, browsing the Web and e-mail) - a segment that Gartner believes is

growing8 - the quality and capability of the desktop hardware will be sufficient beyond the warranty period of three years, with many remaining useful for four years

Adopting a four-year replacement cycle, however, introduces new issues - such as licensing, warranty and sparing requirements - that must be planned for




Recommendation # 3


Qualitative Benefits This best practice also allows for a broader reach of more effective technologies. For example, it

facilitates the use of technologies such as Storage Area Networks (SANS), where storage can be bought in larger increments. It should be noted that Cornell has already moved in the direction of SANS

Improved security: Centralized facilities provide better security because they are manned 24 hours per day, 7 days per week. Typically these facilities also have dedicated security personnel

Improved environmental controls, thus improved reliability and availability






Recommendation # 4




Qualitative Benefits Higher level of service and uptime in a professionally managed environment

Increased security

Additional Information Cornell is not alone in the email challenges it faces. Gartner research reports that “enterprises are

increasingly challenged to get e-mail under control — to lower the cost of ownership, improve delivery times and reliability, and generally do more with less. They are driven to improve security and increase flexibility, and to support place-independent work, the virtual organization and rapid response to business changes. Traditional enterprise e-mail products are having difficulty meeting these challenges.”9




Recommendation # 5


Additional Information Cornell does not share technology within or across organizational units as a practice.

Resources may not be leveraged to their fullest and an opportunity to reuse technology investments is likely possible

Based on limited time to question the existing practices, it does not appear that Cornell has an inventory of existing IT assets throughout the University

This issue is connected to Communication #2, Technology #1 and #2






Cornell’s Next Steps

Pursue technology savings. These require discipline but are attainable in the short term

Decide on a governance structure to manage and optimize the newly organized decentralized IT organizations

Many of these Best Practices will result in a shift in career paths for Cornell IT employees. Cornell HR should build out common job families and career paths for all IT employees While common job families are currently in place, Cornell would be well served by revisiting the definition and roles for each

family

Cornell Architecture management should immediately identify the Cornell application and technology asset base. This will begin the development of a Cornell IT architecture

Architecture should be integrated into the investment and portfolio management processes

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Appendix A

Interview List




Interview List

David W Dehaan

Timothy James Durnford

Darryle R Lee

H. Thomas Hickerson

Marcy Rosenkrantz

Oliver Bischoff Habicht

Gene Wheeler

Katherine M Edmondson

Joseph M. Lalley III

Keith E Boncek

Richard W McDaniel

John M Finamore

Theresa L Thomas

Jason Rhoades

Polley McClure

Steven Lutter

Janet A McCue

Timothy J Lynch

Cathy S Dove

Larry Fresinski

Kevin Baradet

Linda J Callahan

Ray G Helmke

Dean Blackmar Krafft

James Adams

Steve Wright

David Lifka

David Vernon

Rick MacDonald

Jim Lombardi

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Appendix B

Architectural Comparison




Additional Information- Cost for Various Architectural States

For comparison’s sake, Gartner Measurement's TCO Manager tool was used to develop four operational expense scenarios for a hypothetical mid-size company:

The focus was not on the absolute operating costs, but rather on the degree of change between the costs of the different environments. We focused only on the people costs involved, and chose not to deal with hardware cost differences (which would likely have less impact, given their commodity nature). Within the people costs were both direct and indirect costs — the first incurred by the operations support group, and the second incurred by the end-user community

– The base scenario had an average level of best practices and an average level of complexity.The second scenario increased the variety of servers and desktop and mobile PCs to represent a lack of architectural control. In the third, complexity was increased by 50 percent to represent a more variable environment facing the operations group. This complexity reflected not only the mixing of architectural components, but also the more complex integration environment that results from adopting a virtual business model. The final scenario combined the mixing of architectural choices and the added complexity to provide a more realistic picture of a complex architectural environment

Midsize Enterprise$700 Million Revenue$20 Million IT Budget

End-UserCosts

OperationsCosts

1Base

2Base +

Mixed ITComponents

1%Increase

6%Increase

3Base +Added

Complexity

4Mixed IT +

AddedComplexity

30%Increase

100%Increase

30%Increase

110%Increase

$2Million

$7Million

$ 9M $ 9.2M

$13.1M $13.3M

Most Likely Position of Cornell

Architecture Today

13.3/9.2 reduction in labor

content, approximately 44% or

20% of overall IT budget

Likely Ideal Cornell

Target

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Appendix C

Footnotes




Footnotes

1: Gartner Strategic Planning Note - Self-Service Will Not Deliver Reductions in IT Support Staff, K. Brittain, October 30, 2001

2: Based on collective experience of Gartner Consultants

3: Gartner People3 Unpublished Research

4: Gartner Research - Six Building Blocks for Creating Real IT Strategies, Robert Mack and Ned Fray, December 11, 2002



7: Gartner Research - Desktop PC Life: Four Years for the Mainstream, Mark Margevicius, August 21, 2001

8: Gartner Research - Desktop PC Life: Four Years for the Mainstream, Mark Margevicius, August 21, 2001

9: Gartner Research - Building a High-Performance E-Mail Environment, Joyce Graff, March 21, 2002

Cornell University Workforce Planning Study Analysis 29 August 2003 Engagement: 220526241.

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