Percentage of business entity IT FTEs who perform the process group "manage the business of information technology"

This measure calculates the percentage of business entity IT full-time equivalent (FTE) employees who perform the process group "manage the business of information technology," which defines and maintains the relevance of IT to the enterprise and its mission; communicates the strategy and role of IT within the enterprise; establishes the enterprise architecture and guiding principles; and manages the strategic activities which help ensure attainment of IT value. It is part of a set of Supplemental Information measures that help companies evaluate additional variables not covered elsewhere for the "manage the business of information technology" process.

Benchmark Data

Lock

Sorry! Not all users have access to all of our resources. Question mark icon

Want to unlock access to all of our resources?

Learn about Membership icon--arrow--right

Measure Category:
Supplemental Information
Measure Id:
104551
Total Sample Size:
1,696 All Companies
Performers:
25th
Median
75th
Key Performance
Indicator:
No

Compute this Measure

Units for this measure are percent.

Back to Top

Percentage of IT FTEs performing the process group "manage the business of information technology"

Key Terms

Back to Top

FTE - (full-time equivalent employee)

To calculate the number of full-time equivalents employed during the year for each respective process or activity, you must prorate the number of employees and the hours spent performing each process/activity. Assume that a full-time worker represents 40 hours per week. Provide the average number of full-time equivalents employed during the year for each respective process. Include full-time employees, part-time employees, and temporary workers hired during peak demand periods. Allocate only the portion of the employee's time that relates to or supports the activities identified for an applicable process. Prorate management and secretarial time by estimating the level of effort in support of each activity, by process.

For example, a part-time secretary in the finance department for XYZ, Inc. charges all of his time to finance department activities. He works 20 hours per week. The secretary splits his time evenly supporting employees working in the general accounting process and the financial reporting process. Thus, his time should be allocated by process. So, if he works throughout the year and supports these two processes, his time would be split evenly as:

20hrs/40hrs = .5FTE * 50% for general accounting = .25FTE for general accounting

20hrs/40hrs = .5FTE * 50% for financial reporting = .25FTE for financial reporting

Supplemental Information

Supplemental information is data that APQC determines is relevant to decision support for a specific process, but does not fit into the other measure categories such as cost effectiveness, cycle time, or staff productivity.

Business Entity

For survey purposes, a business entity is defined as an entity that:

  1. performs significant aspects of the processes for the surveys identified, or
  2. is part of a cost or revenue center within the company.

Within your organization, diverse departments may be geographically co-located, with closely integrated operations that form part of one "business entity" which may be a great distance apart. When trying to determine if related parts of your operation should be considered a single business entity, look for the following characteristics:

  • Do they operate closely together?
  • Do they serve many of the same customers?
  • Do they support the same region or product group?
  • Do they share any performance measures?
  • Is data meaningful at a consolidated level?

Examples of business entity definition:

  1. A general ledger accounting unit located in Germany has two groups. One performs general ledger accounting for the corporate headquarters, which has three business units. The other group does general ledger accounting for one of the three business units. In spite of their geographic co-location, their roles are substantially different and consolidating their data into a single response would make it less meaningful. Each group should be treated as a separate business entity.
  2. Three business units within a corporation use a shared services center for accounts payable and expense reimbursement, but are self-supporting for the other financial processes. The best approach is to make the shared services centre a separate business entity for accounts payable and expense reimbursement, and to retain the three original business units for the other financial processes.
  3. A global manufacturing company has five plant locations, each manufacturing product and each with its own logistics operations. For purposes of completing a manufacturing and logistics survey, they should be treated as five separate business entities.

Measure Scope

Back to Top

Cross Industry (7.1.0)

  • 8.1.1 - Develop the enterprise IT strategy (10570) - Creating a strategy for the IT function. Build strategic IT intelligence. Recognize the current and future IT needs of the organization. Establish the guidelines and principles that support the IT function. Develop the architectural structure of IT function. Establish relationships with IT components suppliers. Define IT governance. Align IT objectives with the overall business objectives.
    • 8.1.1.1 - Build strategic intelligence (10603) - Developing strategic intelligence for IT. Develop a strategy that pertains to collecting, processing, analyzing, and disseminating intelligence in order to form an IT policy. Create a plan for a mission and vision for IT business within the organization.
    • 8.1.1.2 - Identify long-term IT needs of the enterprise in collaboration with stakeholders (10604) - Making the planning process for IT investments and decision making a quicker, more flexible, and more thoroughly aligned process. Recognize the organization's current and future information technology including computers, computer peripherals, trace route, DNS lookup, ping, routing tables, ARP tables, and interface statistics.
    • 8.1.1.3 - Define strategic standards, guidelines, and principles (10605) - Establishing the rules and regulations that will guide the IT function. Establish strategic standards regarding the organization's IT tools in order to share information about practices based on replicable, proven procedures.
    • 8.1.1.4 - Define and establish IT architecture and development standards (10606) - Establishing a process to develop methodical IT specifications, models, and guidelines.
    • 8.1.1.5 - Define strategic vendors for IT components (10607) - Establishing the suppliers of IT components. Create and maintain relationships with suppliers of IT components. Identify and assess the most cost-effective and efficient vendors.
    • 8.1.1.6 - Establish IT governance organization and processes (10608) - Creating and establishing an internal department that ensures the effective and efficient use of IT. Define IT demand governance to ensure the effective evaluation, selection, prioritization, and funding of competing IT investments. Oversee their implementation. Extract measurable business benefits.
    • 8.1.1.7 - Build strategic roadmap to develop IT capabilities in support of business objectives (10609) - Designing a strategic plan that specifies the goals and objectives of IT function and how it contributes to the overall business objectives. Align with the business objectives of the organization.
  • 8.1.2 - Define the enterprise architecture (10571) - Outlining the organization's IT architecture. Establish the IT architecture definition and framework. Create and confirm the approach for the maintenance of it. Ensure the relevance of it. Create the rules and regulations to guide the IT architecture. Act as the clearinghouse for all the IT research and innovation that takes place within the organization.
    • 8.1.2.1 - Establish the current and future enterprise architecture definition (10611) - Establishing the process to develop methodical IT specifications, models, and guidelines for the organization. Define a process specific to the needs and requirements of the organization. Assess the interrelationships of the business process architecture, the information architecture, the components and services architectures, and the infrastructure architectures to ensure their continued relevance.
    • 8.1.2.2 - Confirm enterprise architecture maintenance approach (10612) - Developing an approach for the maintenance of IT architecture.
    • 8.1.2.3 - Maintain the relevance of the enterprise architecture (10613) - Preserving the relevance of IT architecture. Ensure that the IT architecture is consistent with shifts and changes within the organizational framework and pertinent to the organization's overarching strategy.
    • 8.1.2.4 - Act as clearinghouse for IT research and innovation (10614) - Creating a centralized support structure that gathers, administers, and dispenses information relevant to new developments within IT research and innovation. Establish the IT function as the center through which all the information about the IT research and innovation can be collected, stored, and distributed. Enable the IT function to be the sole authority that takes care of all the technology information communication and settlement processes.
    • 8.1.2.5 - Govern the enterprise architecture (10615) - Administering the governance of IT architecture. Create and establish the rules, regulations, policies, and standards that will govern the individual components of the IT architecture, as well as the architecture in its entirety.
  • 8.1.3 - Manage the IT portfolio (10572) - Creating and establishing the portfolio by defining the projects, investments, and activities. Analyze and examine the value of the IT portfolio. Allocate resources toward it.
    • 8.1.3.1 - Establish the IT portfolio (10616) - Creating and establishing IT investments, projects, and activities (collectively known as the IT portfolio). Include planned IT initiatives and ongoing IT services (such as application support).
    • 8.1.3.2 - Analyze and evaluate the value of the IT portfolio for the enterprise (10617) - Examining and evaluating the value of the IT portfolio for the organization as a whole. Explore and interpret the value of the investments, projects, and activities of IT function by assigning it a quantifiable and qualitative value.
    • 8.1.3.3 - Provision resources in accordance with strategic priorities (10618) - Allocating financial and physical resources for the IT portfolio, keeping in consent with the overall strategic priorities of the IT function.
  • 8.1.4 - Perform IT research and innovation (10573) - Performing research and innovating effectively in order to improve the IT function. Perform a systematic investigation to find new IT services and solutions or to develop the existing ones. Upgrade and transform technologies that serve as the basis for the IT services and solutions.
    • 8.1.4.1 - Research technologies to innovate IT services and solutions (10620) - Systematically investigating and study materials and sources relevant to the IT function. Reach meaningful insights and conclusions in the form new ideas and innovation for the IT function.
    • 8.1.4.2 - Transition viable technologies for IT services and solutions development (10621) - Enhancing and improving the performance of IT services and solutions for the careful and routine transformation of the most feasible and practical technologies.
  • 8.1.5 - Evaluate and communicate IT business value and performance (10575) - Determining the business value of IT, and effectively conveying it to stakeholders. Establish key performance indicators of the overall performance of the IT plan. Communicate the determined value and performance of the IT function to stakeholders.
    • 8.1.5.1 - Establish and monitor key performance indicators (10625) - Evaluating IT factors that are crucial to the organization's success. Measure indicators such as IT costs as percentage of revenue, IT maintenance ratio, and system downtime.
    • 8.1.5.2 - Evaluate IT plan performance (10626) - Assessing the performance of the IT plan. Using the established performance indicators to measure the effectiveness and efficiency of the IT plan.
    • 8.1.5.3 - Communicate IT value (10627) - Conveying the value of IT to stakeholders. Use the evaluation of IT plan performance in order to determine the value of the IT function for the overall business objectives. Communicate the determined value of the plan to stakeholders including the shareholders, employees, and vendors.