Most approaches to IT project decision-making leave executives unsure of what they are getting for their IT investment dollars. Traditional approaches, using business cases and financial measures (e.g., ROI, NPV, IRR, etc.), are ineffective, because most IT investment business cases rely on “soft benefits.” These benefits never get baked into project sponsor budgets. The bolder the business case, the more the sponsor is rewarded via project approval and priority. While these business cases promise impressive returns, business value remains elusive.
“IT success is ultimately a function of how good its investment decisions are. But how can an organization make good decisions if it cannot identify the expected value of these IT investments?
Presented in the paper is an improved approach to making IT project decisions, based on ScottMadden’
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