How many programmers does it take to screw in a light bulb for a data center? It could take 12: one to set up the electronic data interchange (EDI) with a trading partner, one to place the order, one to update the inventory once the bulb arrives, one to authorize payment, one to schedule implementation, one to manage the project, one to be responsible for quality control, two to hold the ladder, one to turn the bulb, one to turn it on, and one to be ready with a backup UPS. At a smaller company, the MIS manager, who also does the programming and operates the computer, simply walks over to the accounting department, removes its light bulb, stands on the AS/400, and puts it in the socket. All kidding aside, the number of programmers an AS/400 shop needs varies with the shop’s demands. I know of a television network with more than 25 remote data centers nationwide. The network operates with an MIS director, user support analyst, senior programmer/analyst, operations supervisor, and LAN support person at the corporate office and only operations staff at each remote site. This network uses mostly unmodified J.D. Edwards software, so it can get away with this.

Some companies have their users drive development projects. They demand highly modified reports and unique applications, which require larger programming staffs. Although annual sales alone are not a good determinant for the size of a programming staff, there is a rough correlation between the two. Here’s how it generally looks:

• Less than $100 million in sales: one programmer
• $100 to $300 million in sales: three to five programmers
• $300 to $500 million in sales: five to 20 programmers
• $500 to $1 billion in sales: seven to 25 programmers
• Greater than $1 billion in sales: 20 to 35 programmers I don’t know of any IT department overstaffed with programmers. The shortage of programmers in the last couple of years has not receded, nor should you expect things to improve next year. Every shop is feeling the strain to varying degrees, but it is important to remember that if you remain understaffed, critical projects either take longer to implement or become costlier because you must use contract programmers to fill the gaps. In the coming year, as companies rush to implement e-business solutions or catch up on development projects stalled by Y2K efforts, lack of foresight by IT managers and executive management could wreak havoc on companies’ positions with their competition.

So, aside from rough estimates based on annual revenues, how do you gauge whether or not you have enough programmers? Here are some criteria to consider:

• Do you always have a large backlog of projects?
• If one of your programmers were to leave tomorrow, how long would it take you to replace the programmer, and how would it impact your project schedule?

• Do your programmers regularly work more than 40 hours per week?
• Are your users content with or complaining about your project implementation timetables?

• What are your company’s priorities: maintaining a budget or being able to access new data views that could affect strategic decisions?

• Is your IT budget based on a percentage of gross sales or on a set amount of money?

• Do you expect to embark on any long-term projects that would impact the support of existing business applications?

Ultimately, there is no exact formula for how many programmers your IT department should have. However, MIS managers are obligated to be responsible and realistic in determining appropriate staffing requirements to achieve their companies’ IT needs. They then need to sell management on the strategic importance of having an adequate head count to meet those needs. It is not an easy sell for MIS managers, but it is their job.