What was the peak vendor team headcount on this engagement to date?

Peak vendor team headcount (mean 10.5, median 10.0, n = 787 respondents) was associated with every study measure except customer satisfaction, which returned a tested null. Engagements with larger peak teams were canceled more often (r = 0.24, 95% CI 0.09 to 0.39, p 0.003, n = 150 engagements). Customer satisfaction on active engagements returned a tested null (TOST p 0.025). Larger peak teams came with a lower engagement indicator mean (r = −0.25, 95% CI −0.39 to −0.09, p 0.002, n = 150 engagements). Respondents on engagements with larger peak teams reported higher intent to leave (r = 0.23, cluster bootstrap 95% CI 0.09 to 0.37, p 0.002, n = 739 respondents). Headcount differed after Holm control by class of work (Welch F 10.10, Holm p 0.013, omega squared 0.058) and by engagement status and lifecycle stage (Welch F 4.78, Holm p 0.027, omega squared 0.059).

The study set mean was 10.5 on 787 answering respondents, with a median of 10.0.

Figures are respondent level. Means are on the scale as recorded. A level under 30 prints no interval and a level under 10 prints counts only.

Engagement families were tested on engagement means, and respondent role and vendor type were tested on respondents. A distressed p marked exact is a Fisher exact test for a two by two table, and one marked simulated is a Monte Carlo test run until its p is stable to the third decimal, both used where an expected count is under 5. Class of work differed after Holm control (Welch F 10.10, Holm p 0.013, tested on engagement means). In Descriptive Statistics by Segment, LOB Operational had the highest mean, 11.2 (n = 417 respondents), and Corporate Functional the lowest, 9.8 (n = 370 respondents). Engagement status and lifecycle stage differed after Holm control (Welch F 4.78, Holm p 0.027, tested on engagement means). In Descriptive Statistics by Segment, Canceled had the highest mean, 11.5 (n = 299 respondents), and Active, Production the lowest, 8.8 (n = 91 respondents). No difference held after Holm control for outsourcing model, institution type, process family, respondent role and vendor type.

The share of engagements canceled on the study date, measured at engagement level (base 150 engagements, 56 canceled). The association is a descriptive contrast, inflated because canceled engagements were rated after cancellation, and is not predictive.

The study set r was 0.24 (95% CI 0.09 to 0.39, Holm p 0.054, n = 150 engagements). The association did not hold after Holm control. The primary test in Comparison of Associations Across the Four Measures gave p 0.003 before Holm control, so the association held before that control. Of the 20 tested segment levels, 0 held after Holm control.

The satisfaction score recorded against each engagement on a 100-point scale. The primary estimate uses the 94 active engagements. A descriptive contrast uses all 150 engagements.

The study set r was −0.10 (95% CI −0.30 to 0.10, Holm p 1.000, n = 94 engagements). The association did not hold after Holm control. Equivalence Tests of Null Results found it equivalent to zero inside the bound. Of the 16 tested segment levels, 0 held after Holm control.

The mean of an engagement’s 100 indicator ratings, measured at engagement level (base 150 engagements). Where this indicator is one of the 100, the mean is recomputed without it.

The study set r was −0.25 (95% CI −0.39 to −0.09, Holm p 0.057, n = 150 engagements). The association did not hold after Holm control. The primary test in Comparison of Associations Across the Four Measures gave p 0.002 before Holm control, so the association held before that control. Of the 24 tested segment levels, 0 held after Holm control.

The respondent’s stated likelihood of leaving the current job within 12 months, rated 1 to 10 (C019). Measured at respondent level on up to 798 respondents, with the engagement-level form reported alongside.

The study set r was 0.23 (95% CI 0.16 to 0.30, Holm p < 0.001, n = 739 respondents). Of the 37 tested segment levels, 15 held after Holm control.

Pairs were compared on the engagement level form of every measure, each turned so that a higher value was the better outcome, on the 150 engagements where the indicator and all four measures existed. Of the 6 pairs, 0 differed after Holm control.

Clustering reduced the 787 respondent answers to about 150 independent answers. Respondent level intervals therefore used the cluster bootstrap, and respondent level tests on intent to leave used cluster-robust errors.

Tested null, equivalent to zero: customer satisfaction. No result was inconclusive. The detection floor column is the study floor at 150 engagements. Intent to leave was tested on its effective n.

Each change was computed before rounding, so it can differ by 0.01 from the difference of the two printed values.

Checks that did not hold: “Active engagements only” on engagement indicator mean and “Active engagements only” on intent to leave. A check holds when its test lands on the same side of 0.05 as the primary test and, where the primary test is below 0.05, its r keeps the primary sign. Thin-base rule: engagements in any level under 30 engagements of outsourcing model or process family removed. Institution type is not used, because every one of its levels is under 30.

Each of the four measures was computed from data this indicator does not contain, so each result is a finding rather than an arithmetic consequence.

Each deviation was computed before rounding, so it can differ by 0.01 from the difference of the two printed values.

The comparison ran on 150 engagements. The indicator departed from the study’s typical pattern on cancellation rate, customer satisfaction, engagement indicator mean and intent to leave.

LOB Operational respondents reported larger peak teams (mean 11.2, n = 417 respondents) than Corporate Functional respondents did (mean 9.8, n = 370 respondents). Canceled engagements had the largest peak teams (mean 11.5, n = 299 respondents), and Active, Production had the smallest (mean 8.8, n = 91 respondents).

The evidence is reported experience: what the delivery team said about its own engagement, gathered in one cross-section. The figures showed associations, not causes. Indicators about the financial institution were reported at second hand by vendor staff. Cancellation is a descriptive contrast, because canceled engagements were rated after they ended.

Tests across respondent role and vendor type were run at respondent level and treated respondents as independent. The section Clustering and Effective Sample Size states whether, and by how much, clustering within engagements reduced the information in respondent level figures.

20 of 22 checks held. The active-engagements-only check did not hold for the engagement indicator mean or for intent to leave. Answers matched within engagements, so the item carried about one independent answer per engagement (ICC 1.00, 787 answers worth about 150 independent answers).