IT Departmental & Staffing Evaluations
Marathon senior consultants have been called upon to perform
various types of IT Departmental and Staffing Assessments. These
have included IT due diligence inquiries in support of a planned
acquisition or merger, IT departmental effectiveness assessments,
and the assessment of staffing levels, both from a FTE headcount
and experience point of view.
IT assessments are carefully tailored to the needs of each
individual client, but continue to utilize Marathon's approach to
- Clarity of expectations
- A practical project management methodology
- High levels of client involvement
- Effective scope control
- Frequent, two-way client communications
- Project transparency
IT departmental assessments are often initiated by clients for
one of two reasons: in response to one or more perceived
performance shortcomings; or to determine how well the IT
department is positioned to support the planned growth or
diversification of the company.
In either instance, Marathon utilizes a project approach that
produces measurable results in a manner that presents actionable
recommendations to client management. The final deliverable of an
assessment engagement includes the evaluation and consideration of
the following criteria:
- Is the client organization receiving satisfactory value in
return for their investment in IT, i.e., the "IT Spend"?
- How does the client's IT Spend compare to similar organizations
in like industries?
- The "external view". On a measurable scale, how is the IT
Department perceived by various groups in the client organization:
senior and middle management, supervisors, and various end user
groups? How would these "customers" rank the IT Department in terms
- Understanding of their business needs and priorities?
- Ability to provide "options" or choices for specific
- "Customer" service?
- Work product quality?
- System and application availability?
- Thought leadership
- The "internal view". Also on a measurable scale, how do the
members and managers of the IT Department rank their department on
the same criteria?
- The "objective view", as seen by Marathon.
- How does the Marathon project team rank the IT Department in
terms of its ability to execute or perform:
- Backlog management?
- Project Management?
- Change management?
- Risk assessment and management?
- Quality Assurance management?
- Productivity & Cost measurement?
- User department communications?
- Do repeatable processes exist and are they executed to manage
the IT function?
- How does the IT Department measure and communicate its
- Does the IT Department take regular, proactive steps to find
new ways of providing value to the user community?
- When measured, what portion of the IT Department's work is
reactive versus planned?
- What is the degree of alignment between the demands of each IT
position (or role) and the qualifications of the individuals
filling those positions?
- How do the IT Department's pay scales compare to those of the
surrounding region, on a position-by-position basis?
- Based on the nature and amount of work produced, how does the
FTE count compare to other organizations faced with similar
Once the collected data is analyzed by the project team,
Marathon develops a series of recommendations geared toward the
remediation of any identified shortcomings or areas of potential
improvement. Each recommendation is accompanied by supporting
rationale as well as commentary on the expected benefits of
executing each recommendation. The recommendations are related to
each functional area: Project Management, Risk Assessment, Change
Management, et cetera, and are communicated in way that makes each