Marchewka – Information Technology Project Management 4e International Student Version

Chapter 2: Conceptualizing
And Initializing The IT
TEACHING STRATEGIES

The goal of this chapter is to give the students a basic overview of planning and
managing IT projects. The details will follow throughout the book and the course.

Two important concepts provide a focal point for the remainder of the course. First, the
notion of an IT project methodology is introduced. I like to show my students how the
ITPM follows not only a natural progression of project stages and activities, but mirrors
the syllabus for the course. Moreover, the ITPM that they will learn and follow
throughout the course is a generic methodology that will evolve over time as the
student and their organization gains experience, learns from those experiences, and
then integrates those experiences in their methodology. As a result, two organizations,
say a group of consultants and a manufacturing company, should end up with two very
different methodologies that fit the types of projects they take on based on their
competitive strategy, their culture and their capabilities.

The second important concept introduced in this chapter is the idea of Measurable
Organizational Value or the MOV. This is an important concept that becomes integrated
throughout the book as well as the project processes and decisions. The idea of the
MOV evolved as I taught project management. Most material on project management
(in other books and articles) dictates that a project must have a goal. Often, however,
the idea of a project having a goal is left as that – a project must have a goal – with little
insight as to what that goal should be or how it should be defined. On the other hand,
many authors of books and articles tend to focus on schedule and budget being the
primary goal of projects – i.e., the goal of the project should be to spend no more than a
certain amount and have the project completed by a certain date. Adding to the
confusion is the notion that the terms goal and objective are often used
interchangeably. In teaching a project management course early on, I found that my
students (and I) were confused and needed some direction. The easiest solution

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seemed to be to define our terms. As a result, I came up with the idea that a project
should have a goal (provide value to an organization and become a measure of success)
whereas a set of defined objectives (scope, schedule, budget, and quality) should
support that goal. This then lead to the development of a process for defining the
project’s goal or MOV.

Defining the project’s MOV can be a difficult task because it is easier to focus on tasks or
activities. As an example, I like to ask my class whether installing a computer network is
a project or an activity. Many will say it is a project. However, I like to point out that
installing a network is a means to an end for an organization. Installing a network
denotes an action (and probably a series of sub-tasks or activities), but why would an
organization invest the time, resources, and money to install a network in the first
place? The usual answers that follow generally include such things as improved
communication, increased customer service, reduced paper costs if the network is used
as an intranet, and so forth. This leads to an idea that we do not invest in technology for
technology’s sake. We invest in technology to help provide value to an organization so
that it can do something to improve effectiveness, increase efficiency, decrease costs, or
grow the business. This value can be succinctly described as doing something better,
faster, cheaper, or doing more of something. This value along with several alternatives
should be summarized in a business case that serves as a business proposal.

I’ve also found from experience that the beginning of a project is much like wandering in
a thick fog. In both situations, people tend to look for and pick a direction that they
believe will get them where they want to go. Definition of a project’s MOV and
development of the business case provide a project management compass and process
for helping to improve the chances that we pick the right direction. Being lost can be a
disconcerting feeling, but having the right tools and set of processes in place (as defined
in our methodology) can help us be more confident.

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TEACHING CHAPTER 2 IN A NUTSHELL

 A methodology provides a framework for initiating, planning, carrying out,

closing, and evaluating the IT project. The ITPM introduced in chapter 2 is
generic project methodology that integrates the project life cycle, systems
development life cycle and project management body of knowledge areas so
that a set of phases, processes and tools are defined. This allows the
methodology to adapt to and align with a particular organization’s culture,
industry, strategy, etc. over time.

 The phases and infrastructure of the ITPM provide a logical sequence for
planning and managing an IT project. A methodology provides structure, but
must be flexible enough to fit or adapt to unique situations.

 Developing an MOV may not be an easy task, but it is well worth doing because
it sets the direction for the project and provides a measure of success for the
organization later on. The MOV can be developed using a statement or table
format, but this does not mean people cannot be creative in terms of how the
MOV is presented. In judging whether an MOV is defined correctly, one should
focus on whether the MOV is:

o Metric based (Is it quantifiable?)

o Clear, focused, and understandable (Will this confuse the project’s

stakeholders?)

o Technology independent (This is not about the technology. Choosing a

platform, vendor specific relational database management system,
operating system, or programming language is not important at this point
of the project).

o Separate from project objectives (While objectives such as budget and

schedule are important, they are not sufficient conditions for success.)
There is nothing wrong with listing project objectives separately.

o Able to provide a measure of success within a time frame after the

project is completed. (Will we be able to tell whether the project was a
success at some point after the system is implemented?)

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 The business case acts as an investment proposal. Development of a business

case can be a tradeoff. We often have a limited amount of time and resources
available to analyze the organization’s needs, as well as specific alternatives, but
we must be confident that we have sufficient information to make a well-
informed decision – i.e., fund or not fund the next stage of the project.

 A number of tools and approaches are available for analyzing the various project
alternatives. I tell my students that even though they have not chosen
accounting or finance as their major, they will still need to communicate
intelligently with the accounting and financial people throughout their careers.
Therefore, they should have a good understanding of the different financial and
quantitative tools that they will use.

 Project selection is an important organizational decision. We want to fund or

take on projects that provide the most value to the organization, while blocking
projects that will only drain the organization of valuable time and resources.
Although organizations can make this decision any number of ways, the balance
scorecard approach is becoming increasingly popular so students should be
aware of its existence and understand how it works.

REVIEW QUESTIONS

1. Describe the project life cycle.

 The project life cycle (PLC) is a collection of logical stages or phases that maps the life of a project
from its beginning to its end. Each phase should provide one or more deliverables.

2. What are phase exits, stage gates, and kill points? What purpose do they serve?

 Projects should be broken up into phases to make the project more manageable and to reduce
risk. Phase exits, stage gates, or kill points are the review of key deliverables that allow the
organization to evaluate the project’s performance and to take immediate action to correct any
errors or problems. These reviews take place at the end of each logical stage or phase to verify
completion and determine whether to proceed to the next phase of the project.

3. What is fast tracking? When should fast tracking be used? When is fast tracking not appropriate?

 Fast tracking is starting the next phase of the project before approval is obtained for the

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completion of the current phase of the project. The purpose of this is to reduce the project’s
schedule. Overlapping of phases can be risky and should only be done when the risk to the
project is deemed acceptable.

4. Describe the systems development life cycle (SDLC).

 The Systems Development Life Cycle (SDLC) represents the sequential phases or stages an
information system follows throughout its useful life. The SDLC is comprise of the following five
phases: (1) planning, (2) analysis, (3) design, (4) implementation, (5) maintenance and support.

o Planning. The planning stage involves identifying and responding to a problem or

opportunity and incorporates the project management and system development
processes and activities. Here a formal planning process ensures that the goal, scope,
budget, schedule, technology, and system development processes, methods, and tools
are in place.

o Analysis. The analysis phase investigates the problem or opportunity more fully. The
specific needs and requirements for the new system are identified and documented
during this phase.

o Design. During the design phase, the project team uses the requirements and “to be”
logical models created during the Analysis phase as input for designing the architecture
to support the new information system. This architecture includes the network design,
hardware configuration, databases, user interface, and application programs.

o Implementation. Implementation is the development or construction of the system,

testing of the system, and installation. Training, support, and documentation must also
be in place.

o Maintenance and Support. This phase involves the ongoing support for the system.
Changes to the system, in the form of maintenance and enhancements, are often
requested to fix any discovered errors (i.e., bugs) within the system, to add any features
that were not incorporated into the original design, or to adjust to a changing business
environment.

5. What are the advantages of having and following a project methodology?

 Methodologies provide the project team with a game plan for implementing the project and
product life cycles so that the team can focus on the tasks at hand, instead of always worrying
about what they are supposed to do next.

 A methodology provides a common language that allows the project team, project sponsor, and
others within the organization to communicate more effectively.

 A standardized methodology allows management to compare different projects more objectively

which in turn will allow management to make better-informed and more objective decisions with

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respect to which projects get selected and whether funding should continue to support a
particular project.

6. Describe the five phases of the IT project methodology.

 Phase 1: Conceptualize and Initialize: This phase focuses on defining the overall goal of the
project. Alternatives that would allow the organization to meet its goal are then identified. Next,
the costs and benefits, as well as feasibility and risk, of each alternative are analyzed. Based upon
these analyses, a specific alternative is recommended for funding. Finally, the project’s goal and
the analysis of alternatives that support the goal are summarized in a deliverable called the
business case.

 Phase 2: Develop the Project Charter and Detailed Project Plan: The project charter is a key
deliverable for the second phase. The project charter clarifies the project’s goal and defines the
project’s objectives in terms of scope, schedule, budget, and quality standards. In addition, the
project charter identifies and gives authority to a project manager to begin carrying out the
processes and tasks associated with SDLC. The project plan provides all the tactical details
concerning who will carry out the project work and when. Additionally, the project’s scope,
schedule, budget, and quality objectives are defined in detail.

 Phase 3: Execute and Control the Project: focuses on execution and control—carrying out the
project plan in order to deliver the IT product and managing the project’s processes in order to
achieve the project’s goal. During this phase the project team uses a particular approach and set
of systems analysis and design tools for implementing the systems development life cycle (SDLC).
In addition, the project manager must ensure that the environment and infrastructure support
the project.

 Phase 4: Close Project: After the information system has been developed, tested, and installed, a
formal acceptance should transfer control from the project team to the client or project sponsor.
The project team should prepare a final project report and presentation to document and verify
that all the project deliverables have been completed as defined in the project’s scope.

 Phase 5: Evaluate Project Success: this phase focuses on evaluating four areas:

o First, a “postmortem,” or final project review, should be conducted by the project

manager and team.

o Second, an evaluation between the project manager and the individual project team
members is conducted.

o Third, an outside third party should review the project, the project manager, and project
team.

o Fourth, the project must be evaluated in order to determine whether the project
provided value to the organization.

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7. Why is it important to have deliverables for each phase of the IT project methodology?

Deliverables are tangible product of the work completed in a phase and serve to define the work and
resources needed for each phase.

8. How can the experiences of and lessons learned by past project team members be incorporated into
a project methodology?

The experiences of and lessons learned by past project team members be incorporated into a project
methodology by the developing a set of best practices that fit the organization and the projects it
undertakes. The creation of a project management office affords a means for studying the company’s IT
projects which can provide a basis for estimating and conducting reality checks for projects. Lessons
learned and best practices should be documented in Phase 5 (Evaluate Project Success) of the project
methodology and then added to the organization’s institutional practices.

9. Describe the “conceptualize and initialize phase” of the IT project methodology.

This phase focuses on defining the overall goal of the project. Alternatives that would allow the
organization to meet its goal are then identified. Next, the costs and benefits, as well as feasibility and
risk, of each alternative are analyzed. Based upon these analyses, a specific alternative is recommended
for funding. Finally, the project’s goal and the analysis of alternatives that support the goal are
summarized in a deliverable called the business case.

10. What is a project charter?

The project charter is a key deliverable for the second phase of the IT project methodology. It defines how
the project will be organized and how the project alternative that was recommended and approved for
funding will be implemented. The project charter provides another opportunity to clarify the project’s
goal and defines the project’s objectives in terms of scope, schedule, budget, and quality standards. In
addition, the project charter identifies and gives authority to a project manager to begin carrying out the
processes and tasks associated with the systems development life cycle (SDLC).

11. What are the advantages of developing a detailed project plan after a project has been approved for
funding?

The first advantage is that having the business case in place makes it easier to define the details of the
project (who does what and when). The second advantage is that since the project plan is tactical in
nature and the business case strategic, having goals and objectives in place prevents confusion between
tactics and objectives. Finally if the project is not doable and/or worth doing (which the business plan
should demonstrate), time and resources spent on a detailed plan would be wasted.

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12. Describe the “execute and control phase” of the IT project methodology.

The Execute and Control phase of the project focuses on carrying out the project plan in order to deliver
the IT product and managing the project’s processes in order to achieve the project’s goal. During this
phase the project team uses a particular approach and set of systems analysis and design tools for
implementing the systems development life cycle (SDLC). In addition, the project manager must ensure
that the environment and infrastructure support the project.

13. Describe the “close project phase” of the IT project methodology.

After the information system has been developed, tested, and installed, a formal acceptance should
transfer control from the project team to the client or project sponsor. The project team should prepare a
final project report and presentation to document and verify that all the project deliverables have been
completed as defined in the project’s scope. At this time, the final cost of the project can be determined,
the consultant may invoice the client for any remaining payments, or the accounting department may
make any final internal charges to appropriate accounts. In addition, the project manager and team must
follow a set of processes to formally close the project. These processes include such things as closing all
project accounts, archiving all project documents and files, and releasing project resources.

14. Describe the “evaluate project success phase” of the IT project methodology.

This phase is marked by four different reviews:

o First, a “postmortem,” or final project review, should be conducted by the project

manager and team.

o Second, an evaluation between the project manager and the individual project team
members is conducted.

o Third, an outside third party should review the project, the project manager, and project
team.

o Fourth, the project must be evaluated in order to determine whether the project
provided value to the organization.

Ultimately project success is measured by the value it brings to the organization and by the
degree to which it met its intended goal. This value may not be clearly discernable immediately
after the project is implemented. It may take some weeks or months before the value is fully
known.

15. Describe the five project management processes.

 Initiating processes—to start or initiate a project or phase once commitment is obtained.

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 Planning processes—to develop and maintain a workable plan to support the project’s overall
goal.

 Executing processes—to coordinate people and other resources to execute the plan.

 Controlling processes—to ensure proper control and reporting mechanisms are in place so that
progress can be monitored, problems identified, and appropriate actions taken when necessary.

 Closing processes—to provide closure in terms of a formal acceptance that the project or a
project’s phase has been completed satisfactorily.

16. Why can a project that is developed under budget and before its deadline still not be considered
successful?

Stating that a project was developed on time and under budget does not answer the important question:
Did the project meet its goals in terms of such objectives as scope and quality and customer satisfaction
and deliver all it promised?

17. What kinds of tools would be needed to support an IT project?

The project management tools include tools and techniques for estimation, as well as tools to develop
and manage scope, schedule, budget, and quality. Similarly, tools support the development of the
information system. For example, computer aided software engineering (CASE) tools and models support
the analysis and design phases of development.

18. How does an organizational infrastructure support a project?

The organizational infrastructure determines how projects are supported and managed within the
organization. The organizational infrastructure influences how project resources are allocated, the
reporting relationships of the project manager and the project team members, and the role of the project
within the organization.

19. What is a project infrastructure?

The project infrastructure supports the project team in terms of the project environment and the project
team itself. It includes:

o The project environment—The physical workspace for the team to meet and
work.

o Roles and responsibilities of the team members —This determines the reporting
relationships, as well as the responsibilities and authorities of the individual
team members.

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o Processes and controls—Processes and controls provide support for managing

all aspects of the project. They ensure that the project’s goal and objectives are
being met.

20. Describe a technical infrastructure that would be needed to support a consulting team working at a
client site.

The technical infrastructure provides the hardware and software tools to support the project team. It may
include such things as project management software, e-mail, voice mail, word processing, and access to
the Internet.

21. Discuss how the project management knowledge areas support the IT project methodology.

The Project Management Body of Knowledge (PMBOK®) encompasses nine areas generally accepted as
having merit for effectively managing projects. These nine areas support both the project processes and
product by providing a foundation of knowledge for supporting projects within a particular organization.
As an organization gains more experience with projects over time, the lessons learned from every project
contribute to each of these nine areas. Ideally, these lessons will lead to an IT project management
knowledge base that can be used to identify best practices that adapt the IT project methodology to an
organization’s needs, culture, and IT project environment. This base of knowledge can then be
institutionalized throughout the organization and its projects.

22. What is a business case?

A business case is the first deliverable in the IT project life cycle. It provides an analysis of the
organizational value, feasibility, costs, benefits, and risks of several proposed alternatives or options.

23. Why should an organization develop a business case?

The purpose of a business case is to show how an IT solution can create business value. Since firms have
limited resources, they must have a way of deciding which projects to fund, this is done by comparing the
potential value of proposed projects as shown in their respective business cases.

24. What is the purpose of selecting a core team to develop a business case?

By selecting a team to develop a business case instead of ceding responsibility to an individual,

organizations enjoy an increase in credibility, the ability to align projects with organizational goals, and
access to real costs. Additionally, the deployment of a team can lead to a wider sense of ownership,
agreement on data and methods, and bridge building between interest groups.

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25. What is a project’s measurable organizational value (MOV)?

The MOV is the overall goal and measure of success of a project.

26. Develop a MOV for an organization that is contemplating developing a corporate intranet.

Examples may focus on such things as

 Provide current versions of 95% of all personnel policies, procedures, handbooks, and
current job postings

 Save $100,000 in annual paper costs

 Reduce the number of full-time employees in HR from 3 to 2 (p. 40)

27. Why must a project’s MOV be agreed upon?

A clear and agreed upon MOV sets expectations for the project stakeholders. If multiple stakeholders are
involved, it is sometime easy to attempt to satisfy everyone by agreeing to an unrealistic or unachievable
MOV. Such a condition can be detrimental to careers, the project team, and everyone’s morale. Joint
responsibility requires joint goals and agreed upon measures of success.

28. Describe how a project’s MOV can support an organization’s goals and strategies.

As shown by the IT Value Chain, an organizational goal leads to or defines certain organizational
strategies. A project’s MOV should be designed to align with and support those strategies. At the project’s
end, the project’s results can be compared to the initial MOV. With a successful project, one should see
successful execution of organizational strategies and a measurable realization of some organizational
goal.

29. Describe how an IT project can bring value to an organization.

IT projects can bring value to an organization in at least 4 ways identified by their key words:

 Better—What does the organization want to do better? (For example, improve quality or
increase effectiveness?)

 Faster—What does the organization want to do faster? (Increase speed, increase efficiency, or
reduce cycle times?)

 Cheaper—What does the organization want to do cheaper? (Reduce costs?)

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 Do more—What does the organization want to do more than it is currently?

(Growth or expansion?)

30. What is a base case alternative? Why should a business case even consider a base case alternative?

The base case alternative is what the organization will do if no project is undertaken. That is – maintain
the status quo and do not pursue any options described in the business case. Knowing what the benefits
and costs of continuing with the status quo are will allow an organization to determine if an investment in
another alternative will provide net positive value to the organization.

31. Describe Economic Feasibility.

Economic Feasibility requires an organization to consider if the funds and other resources are available to
support the project and if the proposed project will yield the benefits envisioned in the project statement.
Conducting an economic feasibility should serve as a reality check for each option or alternative.

32. Describe Technical Feasibility.

Technical feasibility focuses on the existing technical infrastructure needed to support the IT solution. It
will help determine if the current infrastructure can support the alternative or if new technology (if
available) were needed. It also considers whether the current IT staff has the skills and experience to
support the proposed solution and if not can a vendor that has the skills and experience to develop and
implement the application be contracted?

33. Describe Organizational Feasibility.

Organizational feasibility considers the impact on the organization. It focuses mainly on how people
within the organization will adapt to this planned organizational change. How will people and the way
they do their jobs be impacted? Will they accept this change willingly? Will business be disrupted while
the proposed solution is implemented?

34. What other types of feasibility issues should an organization consider?

Other feasibilities such as legal and ethical may also be considered.

35. How should the risk of each business case alternative be analyzed?

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Risk should focus on:

 Identification—What can go wrong? What must go right?

 Assessment—What is the impact of each risk?

 Response—How can the organization avoid or minimize the risk?

36. What is Total Cost of Ownership?

(TCO) is a concept that has gained widespread attention in recent years and generally refers to the total
cost of acquiring, developing, maintaining, and supporting the application system over its useful life. TCO
includes such costs as:

 Direct or up-front costs—Initial purchase price of all hardware, software, and

telecommunications equipment, all development or installation costs, outside consultant fees,
etc.

 Ongoing costs—Salaries, training, upgrades, supplies, maintenance, etc.

 Indirect costs—Initial loss of productivity, time lost by users when the system is down, the cost of
auditing equipment (i.e., finding out who has what and where), quality assurance, and post
implementation reviews.

37. What is Total Benefits of Ownership?

Total Benefits of Ownership (TBO) must include all of the direct, on-going, and indirect benefits associated
with each proposed alternative. The TBO should address the benefits of an alternative over the course of
its useful life. Benefits can arise from:

 Increasing high-value work—For example, a salesperson may spend less time on paperwork and
more time calling on customers.

 Improving accuracy and efficiency—For example, reducing errors, duplication, or the number of
steps in a process.

 Improving decision-making—For example, providing timely and accurate information.

 Improving customer service—For example, new products or services, faster or more reliable
service, convenience, etc.

38. What is the difference between tangible and intangible benefits? Give an example of each.

Tangible benefits associated with an IT project are those that are relatively easy to identify and quantify.
They will usually arise from direct cost savings or avoided costs. Intangible benefits are benefits that may

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be easy to identify, but certainly more difficult to quantify or demonstrate. For example, a corporate
telephone directory on an intranet not only improves communication, but also can cut paper, printing,
and labor costs associated with creating and distributing a paper-based telephone book. The savings on
printing a hard copy telephone book are tangible benefits. The improvement in communication is an
example of an intangible benefit. It is hard to know in some common metric the worth of being able to
have an accurate, up-to-date company directory that is on line, searchable and perhaps linked to one’s
telephone or email.

39. What are some ways of quantifying intangible benefits?

One way to quantify intangible benefits is to link them directly to tangible benefits that can be linked to
efficiency gains. Another way to quantify intangible benefits is to estimate the level of service. For
example, one could determine how much someone is willing to pay for a particular service or compare
prices of products or services that have or do not have a particular feature.

40. Describe the payback method. What are some advantages and disadvantages of this method?

Payback is a method of analyzing the value of a project by determining how long it takes to recover the
initial investment. Payback Period = Initial Investment/ Net Cash Flows

Its advantages include ease of calculation and understanding and the fact that alternatives can be
compared for risk as a function of how long it takes to recoup investment (longer is usually riskier). Its
disadvantages include the fact that it ignores cash flows beyond the payback period and it ignores the
time value of money.

41. Describe the breakeven method. What are some advantages and disadvantages of this method?

The breakeven method determines when the project recoups its original investment and thus begins to
return positive net benefit. It is particularly useful when returns can be calculated on a per unit basis.
Breakeven Point = Initial Investment/Net Profit Margin

Its advantage includes ease of calculation and the ability to compare project risk (higher breakeven points
are usually more risky). Its disadvantages includes the fact that it does not address units produced after
the breakeven point and does not account for the time value of money.

42. Describe the ROI method. What are some advantages and disadvantages of this method?

ROI is method of determining the percentage rate of return on a project. It is calculated as:

Project ROI = (Total expected benefits-total expected costs)/ total expected costs

In applying this method, an organization looks at the ROI and when choosing between competing

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(mutually exclusive) projects would choose the higher ROI (all other things being equal). If considering a
project by itself, often organizations compare the ROI to a hurdle rate which must be equaled or
exceeded before accepting. The usefulness of the ROI method is contingent on the ability to define
accurately the total costs and benefits associated with the project and the ability to link to benefits
directly to the initial investment. One of the disadvantages of the method relates to the difficulty of
measuring those two contingencies because of intervening variables’ indirect influence. The advantage of
the ROI method includes the clarification of the relationship between the benefits and the costs of a
project (ROI increases as benefits increase or costs decrease).

43. Describe the NPV method. What are some advantages and disadvantages of this method?

The NPV method focuses on the time value of money. A project’s NPV is equal to the sum of all of the
future net cash flows that derive from the project, discounted by the firm’s required rate of return, minus
the initial investment. The rule for applying NPV is to take the higher NPV when considering mutually
exclusive projects and to accept only positive value NPV projects when considering stand-alone projects.
The advantage of this method is that it takes into account the time value of money and also all relevant
cash flows and when they are received. The disadvantage of the NPV method includes the fact that as
with all methodologies, accurately estimating future cash flows can be difficult. The choice of the
appropriate discount rate is also controversial at times.

44. What effect does increasing the discount rate have on a project’s NPV?

Increasing the discount rate will decrease the project NPV since it is found in the denominator of the NPV
formula.

45. What are the advantages of using a scoring model when comparing several project alternatives?
Any disadvantages?

The advantages of using a scoring model to compare several projects include the ability to combine both
qualitative and quantitative variables, (leading to a quantification of intangible benefits) and the
transcending of the short run bias of most financial models. The ability to rank and weight the impact
value of multiple criteria may be either an advantage or a disadvantage if there is disagreement as to the
appropriate weights and/or selection criteria. The disadvantage is that the outcome of a scoring model is
heavily influence by subjective judgments.

46. What is an IT project portfolio?

An IT portfolio is a set of multiple projects that an organization may undertake. These projects may vary
significantly as to their levels of risk, technological complexity, size, and strategic intent.

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47. Why shouldn’t an organization always take on less challenging projects?

Choosing only low risk projects may lead to stagnation of the organization, a lack of professional growth
for the IT employees, and failure of organizations to move ahead strategically. It also may not always lead
to a low risk portfolio if all projects are highly correlated.

48. Describe the criteria that should be used to make a project selection decision.

The decision to approve an IT project requires a number of conditions be met:

 The IT project must map directly to the organization’s strategies and goals.

 The IT project must provide measurable organizational value that can be verified at the
completion of the project.

 The selection of an IT project should be based upon diversity of measures that include:

o Tangible costs and benefits

o Intangible costs and benefits

o Various levels throughout the organization (e.g., individual, process, department, and
enterprise)

49. Describe the Balanced Scorecard approach.

The Balanced Scorecard approach helps balance traditional financial measures with operational metrics
across four different perspectives: finance, customer satisfaction, internal business processes, and the
organization’s ability to innovate and learn. An organization that utilizes the Balanced Scorecard approach
must create a set of measurements, or key performance indicators, for each of the perspectives. In turn,
these measures are used to create a report or scorecard for the organization that allows management to
track, or keep score, of the organization’s performance. The four perspectives provide a balanced
approach in terms of tangible and intangible benefits and long and short-term objectives, as well as how
each perspective’s desired outcomes and drivers impact the other perspectives.

50. Describe the financial perspective of the Balanced Scorecard approach.

The Balanced Scorecard approach encourages managers to consider measures other than traditional
financial measures. The Balanced Scorecard approach provides a means for linking financial performance
with customer focused-initiatives, internal operations, and investments in employees and the
infrastructure to support their performance. One new financial measure that represents the Balanced
Scorecard financial perspective is the Economic Value Added (EVA). EVA is a measurement tool to
determine if an organization is earning more than its true cost of capital.

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51. Describe the customer perspective of the Balanced Scorecard approach.

The customer perspective of the Balanced Scorecard approach focuses on how an organization’s
performance is perceived by its customers. Customer-based measurements of satisfaction level with
respect to products and services can be linked to financial rewards.

52. Describe the internal process perspective of the Balanced Scorecard approach.

The internal process perspective of the Balanced Scorecard approach focuses on the processes that an
organization must excel at to attract and retain customers or satisfy stakeholders? Customer satisfaction
can be achieved through improved operational activities by the organization, which in turn leads to
improved financial performance. Therefore, internal-based measurements should focus on the efficiency
and effectiveness of the organization’s processes.

53. Describe the innovation and learning perspective of the Balanced Scorecard approach.

The Balanced Scorecard approach gives considerable support to the importance of investing in the future
by investing in people and makes investing in human infrastructure at least as important as investing in
technical and physical infrastructures. Measures for the innovation and learning perspective may include
training, certifications, and employee satisfaction and retention.

54. How does the concept of MOV support the Balanced Scorecard approach?

The concept of MOV can support the Balanced Scorecard approach by developing the MOV in such a way
as to measure the projects success in terms of the four perspectives of the Balanced Scorecard. For
example instead of settling for some particular ROI or having a project’s NPV be positive, the MOV might
require the calculation of the EVA. Instead of just naming the project team and their current skill sets, the
MOV might include among its goals the upgrading of team personnel skills through an included training
program.

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