Network Infrastructure Initiatives

Prioritizing People i*i*i*1TITI Emphasizing Workforce Planning Upfront Booss Success Rates in Network Infrastructure Projects Why Businesses Are Prioritizing Projects1 US. Inrastructure-Related $6B Nelwork Outsaurcing' Integration Desktop $14B Dutsourcing $40B $54B Mainframe $ 20B Dutsourcing Network Infrastructure 91% of IT leaders expect to increase or maintain IT infrastructure spending. Projects Initiatives IT leaders are 26% Public Cloud Computing 38% 42% Virtual. Desktop 35% 35% 33% 27% IP Telephony/ currently implementing or plan to implement: Unified Communications Private Cloud Computing Security Server Virtualization VolP BUSINESS OUTCOMES: INCREASED EFFICIENCY, LOWER COST, HIGHER PRODUCTIVITY 75% of IT leaders say workforce planning doesn't or only sometimes gets the attention it deserves. CHOOSING THE TECHNOLOGY PLATFORM 58% TOP Priorities 2 ALIGNING BUSINESS/ENTERPRISE STAKEHOLDERS 55% 32% of IT leaders report their When Planning a Large Network e Infrastructure O Project4 3 SECURING BUDGET companies are highly effective at ce planning for large IT infrastructure projects." 45% 4 DOCUMENTING ROI PLAN 5 WORKFORCE PLANNING 23% Fewer Than 10% 20% of IT organizations have a formal. workforce plan. 60% or More The Danger Zone of Not Prioritizing Workforce Planning IT leaders report being highly concerned about Percent of IT leaders that are the POTENTIAL 30 RISKS of failing to secure the right IT professionals: concerned about these Technical Missed or Delayed Project Deadlines Difficult to Manage Project Increased Time Project Goes Over Budget risks. Complications/Rework to Productivity More Than Half of IT leaders report experiencing the following ACTUAL RISKS of not securing the right IT talent:4 46% of North American IT organization's IT spending costs are related to personnel or occupancy costs. Poor workforce planning can increase project cost exponentially. 30 Without Workforce Planning a Network Infrastructure Project Can Fail PROJECT PLAN PROJECTRUN SKILLS CHANGE PROJECT STAGE BUILD GAPS OCCUR 79% of companies worldwide report a big gap in their talent pipeline." 81% of IT leaders agree: Skill set composition of their project teams will need to change as they move through the plan, build, run stages of a project." STAGE STAGE 90% say they always or 93% say they always or 84% say they always or sometimes experience skill gaps during the BUILD STAGE of a typical project." sometimes experience skill gaps during the PLAN STAGE of a typical project. sometimes experience skill gaps during the RUN STAGE of a typical project." 2 Availability 60% 3 Competition What makes it difficult to obtain the right people for the job? say "the people with the IT skills I need are not available when I need them," IT leaders rate the following skill sets as hard to find: Security Specialists Network Engineer 1 Cost 64% say "the people I need Storage Engineer Virtualization Engineer Systems Administrator Network Architects are more costly than I've budgeted for." How to Minimize People-based Risks GET WHO YOU NEED, NOT JUST WHO'S OUT THERE REMEMBER RETENTION BE PROACTIVE THINK HOLISTICALLY KNOW YOUR OPTIONS The bigger the network they have, the more selective Get involved in planning for how to address skill and competency needs early in the project planning stages Consider all the skills you will need spanning the full length of your projects. Different circumstances require different solutions. Determine when it's appropriate to train vs. hire vs. outsource. Ensure you have formal methods of developing and recruiters can be when retaining your high performers to keep them happy and engaged. identifying top talent that's right for you. SOURCES: US Tech industry Dutiok for 2011", Fomester Research, Inc, December 14, 2010, TTEacutive Dutook Surey, TEKysdems, June 2011, TTEcutive Ouicok Surey", TEoyedems, December 2010, "TEKoystems/DG Network Survey. 2011, "TEKaystems customer satisfaction surey. 2011. T Metrics: IT Sperding and Stalfing Report. 2011". Gartrer. January 25. 2011. "SHRM. 2010. TÉKsystems, Inc isan Allegis Croup, Inc. compry Cartain nam, products and rcen linted in the document are trademrka, eguter trademarka, or service marka of their respective companien Copyright o 2012 TEKayutermm, Inc. Al loghta fanerved ntographic TEKsystems 58% 62% 63% 68% 70%