Gestione di un Progetto - 7. Metodi di Selezione dei progetti

169 views

Published on

Dall'analisi dei bisogni a quella finanziaria (NPV, Payback, ROI) , dalla BSC al Modello Ponderato
https://www.manager.it/default.asp?page=A_pjman_2.html

Published in: Engineering
  • Be the first to comment

  • Be the first to like this

Gestione di un Progetto - 7. Metodi di Selezione dei progetti

  1. 1. Project Selection Methods
  2. 2. Not all project proposals make it to initiation
  3. 3. Every project idea isn’t progressed. Why?
  4. 4. Time Money Focus
  5. 5. Methods for selecting projects include: - Focusing on broad organizational needs - Categorizing IT projects - Financial analysis - Using a weighted scoring model - balanced scorecard - Strategy mapping
  6. 6. Focusing on Broad Organizational Needs – E.g. Non-financial, but important benefits – Three important criteria: • need for the project • funds available for the project • will to make the project succeed
  7. 7. Categorizing IT Projects – Does the project provides a response to: •a problem •an opportunity •a directive – The time and date of expected completion – The overall priority of the project
  8. 8. Financial Analysis $$$ Net Present Value Net Present Value Payback modelPayback model Return on Investment Return on Investment (there are more)(there are more)
  9. 9. Financial Analysis $$$ Net Present Value Payback model Return on Investment (there are more)
  10. 10. Net Present Value Net Present Value (NPV) Model Uses management’s minimum desired rate- of-return (discount rate) to compute the present value of all net cash inflows positive NPV: the project meets the minimum desired rate of return and is eligible for further consideration negative NPV: project is rejected Net Present Value (NPV) Model cont’d… NPV Calculations determine estimated costs / benefits for the life of the project and products it produces determine discount rate (ask organization) calculate the NPV some organizations consider the investment year as year 0, others consider it year 1 some organizations enter costs as negative numbers, others do not (ask organization)
  11. 11. Payback model Figure 4.1 Charting the Payback Period (Schwalbe, 2006, p129) Measures the time it will take to recover the project investment Shorter paybacks are more desirable Payback occurs when cumulative discounted benefits and costs are greater than zero Limitations of payback: • ignores the time value of money • assumes cash inflows for investment period only • does not consider profitability
  12. 12. Return on Investment Return on Investment (ROI) Calculated by subtracting project costs from the benefits and then dividing by the costs Formula: ROI = (total discounted benefits – total discounted costs) / discounted costs Higher the ROI, the better. Many organizations have a set or minimum rate of return on investment projects (total discounted benefits – total discounted costs) discounted costs
  13. 13. Non-financial Analysis $$$ Weighted scoring model Balanced Scorecard
  14. 14. $$$ Weighted scoring model A weighted scoring model is a tool that provides a systematic process for selecting projects based on many criteria – Steps in identifying a weighted scoring model: • identify criteria for project selection • assign weights (%) to criteria add up to (100%) • assign scores to each criteria for each project • multiply scores by weights to get total scores – The higher the weighted score, the better $$$
  15. 15. $$$ Balanced Scorecard •Balanced Scorecard – Robert Kaplan and David Norton developed this approach to help select and manage projects that align with business strategy – Methodology that converts an organization’s value drivers, such as customer service, innovation, efficiency, and financial performance, to a series of defined metrics $$$

×