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Project prioritization of IT _ inspired by Gartner

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Your project portfolio is the link between strategy and execution, so why do so few organizations invest in it. Leading IT analyst firm Gartner offers advice for organizations looking to prioritize and select their IT portfolio of projects. We have taken this advice and have turned it in to a decision template comprising sample criteria an data that show how you can use TransparentChoice to make sure you select projects that represent the best value for money.

Published in: Leadership & Management
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Project prioritization of IT _ inspired by Gartner

  1. 1. Template: Prioritizing IT Projects Inspired by Gartner This template is designed to give an idea of how TransparentChoice can be used to select the most efficient IT portfolio. This model is inspired by Gartner’s recommendations for picking IT projects.
  2. 2. The problem we solve The problem is one of collaboration and structure, not of information Confidential 50% failure rate Most significant decisions are made with group input and multiple trade-offs/criteria
  3. 3. How we solve the problem Structure the decision, eliminate bias Gather opinion and build consensus Deliver results and recommendations
  4. 4. How Templates Help • Provides a starting point to structure your decision • Shows you how other people think of this type of decision • Depending on the type of decision you’re making, a template may even be “ready to go” • Great starting point for “proof of concept” • NOTE: You should take the time to tailor the template to your specific requirements Confidential
  5. 5. The scenario • We are selecting the best portfolio of IT projects. • Projects can be requested online. • We have started with Gartner’s recommended model for project prioritization (essentially the top-level of the criterion hierarchy) and have then expanded on this model as an example of how it might be used in practice • This model was not put together by Gartner. Rather, it was built from publically-available information about Gartner’s recommended project prioritization process.
  6. 6. The Decision Team • It’s important to have the right people play the right role in your decision • In this example, the executives define corporate priorities, which are represented as weighted criteria (you’ll see one of the execs is way out of step with the others – an opportunity to build understanding and consensus) • And subject matter experts score each project against those priorities (you’ll see some experts only score those criteria that match to their expertise) • Then the executives review the overall weighted scores and make their decision based on which projects will deliver the best value for money Final Decision Meeting Executives Set Priorities (Weight Criteria) Subject Matter Experts Score Projects
  7. 7. Criteria • Criteria make implicit assumptions about priorities explicit • They are the structure that allows us to break down a complex decision into manageable parts • Criteria help build a common language and make trade-offs visible • Clear criteria make it difficult to “game” the system
  8. 8. Criteria Prioritize your projects Financial return Cost reduction Payback Reducing business operating costs Reducing IT costs Increase sales contribution Project risk Organizational complexity Project complexity Strategic impact Brand building Business development Customer intimacy Product excellence Technical architecture fit Alignment with architecture Capability
  9. 9. Weighting criteria • Criteria map to your priorities • Defining these priorities is one of the most important steps in any decision • Each person (Execs, in this example) answers “A vs. B” questions about which criterion is more important • These scores are then brought together to discover where disagreements or misunderstandings are getting in the way of the decision
  10. 10. Building consensus • Voting differences can be due to special knowledge, simple mistake or could even be an attempt to inappropriately influence the decision • The process of building consensus is not a “fluffy feel-good process”. Decisions with more buy-in get executed better • By avoiding discussions about items for which consensus already exists, and by having very contained discussions where there is disagreement, the process can reduce the amount of time spent on a decision
  11. 11. Making your choice Your recommendations are made with clear justification and transparency. Your recommendation is based on clear criteria with explicit weighting – in other words, you explicitly see the priorities and trade- offs involved in making the decision. Decision makers understand exactly what they are being asked to decide and why. Sensitivity analysis gives them visibility into the robustness of the recommendation.
  12. 12. Download the template now! • If you don’t have a TransparentChoice account, head over to our website to open a free trial account • If you already have an account, simply click on this link then select the workspace (folder) into which you want to copy the template (if you can’t open the link above, please copy and paste this link into your web browser https://service1.transparentchoice.com/#/ticket/70e5c004-3741-4f87-9491-2eb03338f89e) • If your trial has expired, please let us know at contact@transparentchoice.com

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