Estimating the time needed to execute an IT project has turned out to be a major challenge in daily praxis. Despite high inaccuracies, these estimations are important as they can be used to determine the cost for offering an IT project and in deciding whether to execute it at all.
Are you tired of searching, copying and pasting project information in recurring status updates? Would you like your team to use their time more effectively as to reformatting slides or spread sheets for senior management updates over and over again?
Improving the Predictability of IT Investment Business Value Limitations in our ability to adequately forecast the expected value of IT investments represent a notable impediment to efforts to develop business cases that can be relied upon when making IT investment decisions.
Canceling ideas and projects is an important part of the Innovation Portfolio Management (IPM) process as stopping the unsuccessful ones avoids sunk costs and sets free resources for successful ideas and projects.
This article discusses how to quantify the forecasting quality of IT business value. We address a common economic indicator often used to determine the business value of project proposals, the Net Present Value (NPV).
Stopping unsuccessfull IT projects is high on the agenda of senior management. Learn from the natural experiment we published on how to influence project approvals and rejections in waterfall environments just by changing the governance setup.
Speed is important as it helps organisations realising goals earlier and outperforming competition. In this paper we study drivers for time-to-market based on a ten year natural experiment in a large, IT intensive, commercial organisation.