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IT Optimization: Navigation Fiscal AusterityOmar Toor
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www.pwc.com/publicsector
CIO Advisory Services Guide | White Paper from Brittenford SystemsBrittenford Systems
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IT departments are under stress as the need for financial resources becomes overwhelming and technology departments are required to do more with less, using existing IT systems while having to also move or keep systems online. This white paper serves as a guide to CIO advisory services and discusses the current stress on the IT industry.
IT departments need to meet performance goals to justify the money invested in them. Matching loads with resources is a big part of the solution that is facilitated by predictive analytics.
Australian cio summit 2012 bill frangeskakis news releaseTurning Business D...IT Network marcus evans
Â
Turning Business Data into Dollars: Interview with: Bill Frangeskakis, General Manager, Frontline, a sponsor company at the marcus evans Australian CIO Summit 2012, on using data to produce stronger results.
IT Optimization: Navigation Fiscal AusterityOmar Toor
Â
The Federal Government faces a situation similar to that of the private sector in the early 2000s. Many corporations experienced rapid growth in the late 1990s. Companies spent tens of millions of dollars on ERP, CRM, and other enterprise IT systems. As the below graphic illustrates, large enterprise systems grew corporate expense budgets at an unprecedented rate in the form of support, maintenance, enhancement, operations, and amortization. The late 1990âs technology and dot com busts, multiple downturns, and a recession caused industry to change their spending habits and drive cost out of their baseline. Some succeeded, many failed, and a few went bankrupt.
The question is whether Federal COOs, CFOs, and CIOs will wait for OMB to levy cuts on them or whether Federal executives will act to address the systemic drivers of IT expense so they are ready to respond to the inevitable round of forthcoming budget cuts. In the words of George Bernard Shaw, âThe possibilities are numerous once we decide to act and not react.â Acting now could protect agency missions and even redirect additional funds to critical needs. If CFOs and CIOs wait for the inevitable budget mandate, it will be too late to identify waste - and the only thing left to cut will be investment dollars.
www.pwc.com/publicsector
CIO Advisory Services Guide | White Paper from Brittenford SystemsBrittenford Systems
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IT departments are under stress as the need for financial resources becomes overwhelming and technology departments are required to do more with less, using existing IT systems while having to also move or keep systems online. This white paper serves as a guide to CIO advisory services and discusses the current stress on the IT industry.
How to leverage a new, comprehensive CIO strategic framework that is an extension of CTO Blumenthal\'s successful implementation of User- Centric EA at the Coast Guard and the Secret Service.
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Damnish Kumar, CTO at HyTech Professionals , leads technology initiatives for a wide variety of clients in the US, the UK, Japan, Germany and Sweden. He brings to HyTech his technological expertise in n-tier architecture and distributed database applications and a special affinity for industrial environments.
The reflections of a successful corporate intrapreneur, change agent and innovation program manager.
What to do,
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While many large enterprises have adopted analytics technologies such as
business intelligence (BI), performance management (PM), and predictive
analytics, misperceptions about costs and risk have caused small and
midsize companies to embrace these technologies far more slowly.
Nucleus has examined hundreds of analytics deployments and found that
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tools, they improve operating results by enabling managers to make
decisions that are more fact based and data driven.
Over the past five years, companies of all sizes have been under increased pressure to improve IT efficiency and effectiveness.
IDC customer-based studies show that each year, the average midsize company experiences 15â18 business hours of network, system, or application downtime. Causes of downtime vary, but aging systems can have components or software that fail, while network connections and power grids can fail at any time because of external causes (e.g., weather, construction work, or natural disaster). Outages occurring during business hours result in revenue loss, as orders are dropped, customers move on, and employees cannot access critical applications. IDC research found that revenue losses per hour averaged $75,000. However, the adoption of best practices has allowed midsize companies to reduce downtime significantly in recent years. Solutions that improve system management, protect data assets from loss and unauthorized access, strengthen network security, and ensure availability directly reduce these losses at customer sites.
The 5E Framework is a methodical approach to align business strategy and IT consolidation. With no reprieve from a budget deficits on the horizon and greater investment scrutiny, this framework â comprised of expenditure, effectiveness, efficiency, exposure and execution â allows CIOs to facilitate the due diligence discussion, prioritize projects and formulate a strong business case.
IT Performance Management - Doug Hubbard Jody Keyser
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Information Technology Performance Management
Measuring IT's Contribution to Mission Results
A Case Study of the Applied Information Economics Methodology For an Infrastructure IT Investment
How to leverage a new, comprehensive CIO strategic framework that is an extension of CTO Blumenthal\'s successful implementation of User- Centric EA at the Coast Guard and the Secret Service.
The Value of Business Intelligence In Construction Industrykelvinlane
Â
Damnish Kumar, CTO at HyTech Professionals , leads technology initiatives for a wide variety of clients in the US, the UK, Japan, Germany and Sweden. He brings to HyTech his technological expertise in n-tier architecture and distributed database applications and a special affinity for industrial environments.
The reflections of a successful corporate intrapreneur, change agent and innovation program manager.
What to do,
What not to do
and of course the results achieved, well they're on my LinkedIn profile
How Analytics Make Midsize Companies More ProfitableInternetEvolution
Â
While many large enterprises have adopted analytics technologies such as
business intelligence (BI), performance management (PM), and predictive
analytics, misperceptions about costs and risk have caused small and
midsize companies to embrace these technologies far more slowly.
Nucleus has examined hundreds of analytics deployments and found that
when senior leaders of small and midsize companies invest in analytics
tools, they improve operating results by enabling managers to make
decisions that are more fact based and data driven.
Over the past five years, companies of all sizes have been under increased pressure to improve IT efficiency and effectiveness.
IDC customer-based studies show that each year, the average midsize company experiences 15â18 business hours of network, system, or application downtime. Causes of downtime vary, but aging systems can have components or software that fail, while network connections and power grids can fail at any time because of external causes (e.g., weather, construction work, or natural disaster). Outages occurring during business hours result in revenue loss, as orders are dropped, customers move on, and employees cannot access critical applications. IDC research found that revenue losses per hour averaged $75,000. However, the adoption of best practices has allowed midsize companies to reduce downtime significantly in recent years. Solutions that improve system management, protect data assets from loss and unauthorized access, strengthen network security, and ensure availability directly reduce these losses at customer sites.
The 5E Framework is a methodical approach to align business strategy and IT consolidation. With no reprieve from a budget deficits on the horizon and greater investment scrutiny, this framework â comprised of expenditure, effectiveness, efficiency, exposure and execution â allows CIOs to facilitate the due diligence discussion, prioritize projects and formulate a strong business case.
IT Performance Management - Doug Hubbard Jody Keyser
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Information Technology Performance Management
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A Case Study of the Applied Information Economics Methodology For an Infrastructure IT Investment
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Applied Information Economics (AIE) Analysis
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$3.6 billion.1 The lionâs share of those contracts went to IT projects, according to
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IT outsourcing strategy needs to ensure a plan of action. Assessing, analyzing, and evaluating the task will help in further optimization. Companies must ensure the outcome in place through assessing with mind-expanding questions and employing a ready-to-use-tool to find out âwhat to do next?â
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Most IT sourcing decisions are still functionally-focused. Even worse still,
they are often the domain of the IT department to decide, according to their concern for
their individual performance measures and technology biases at the time.
In order to grow up, IT sourcing innovators must break this tactical decision-making
process and encompass the extended enterprise.
This paper reviews the lessons for success and how to get there.
Can IT Really Impact Shareholder Value? A CIO PerspectiveEvans Munyuki
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Can Information Technology (IT) really as an enabler really impact Shareholder Value? What are the drivers of Shareholder Value? Can IT impact them? Read this White Paper to get a Point of View (PoV).
The rapid rate of technological change can be overwhelming. Everyone sometimes needs to have a virtual CIO on call.
A virtual CIO can help the CIO, IT director, or business owner evaluate new technology, translate between IT and the business units, motivate and mentor effectively, and keep the big picture in focus. This holistic approach helps to create value, integrate systems, save costs, lower risks, increase innovation and produce successful outcomes.
IT Consultation â Expert, unbiased advice on a breadth of operational and strategic areas. This is tailored to the organizationâs need, size, culture, and cost preferences. It may consist of providing a second opinion; briefing on industry best practices (e.g., for disaster recovery); building a support infrastructure (e.g., for mobile device support); or doing the problem analysis, plan, cost justification and presentations to the Board, among other possibilities.
Cloud Readiness Audits â Assessment of existing systems architecture, recommendations on which operational, financial, and accounting processes that could be moved to the cloud, and how to do so.
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Mentoring â Skills assessment and development; executive coaching; linking business and technology objectives to team performance; and requirements definition for strategic staffing.
The four horsemen of IT project doom -- kappelmanLeon Kappelman
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Based on a in-depth study, this short paper explains how to spot and what to do about the early warning signs of IT project failure and the four horseman of IT project doom. IT project failure is not a technology problem, it's a management problem rooted in people and process weaknesses. Anyone with eyes can see these early warning signs.
This document is designed to provide organizations with a practical understanding of the IT technology device lifecycle, and how to implement a plan for retiring IT assets. It will give decision makers clear steps to forming a secure, compliant, and environmentally responsible transition plan for their end-of-life business enterprise technology.
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AIE- A New Method for Quantifying IT Value
1. 2 South 761 Parkview Glen Ellyn IL 60137
Decision Research
Hubbard
630-858-2788
Fax: 630-858-2789
The Applied Information Economics Company
Applied Information Economics:
A New Method for Quantifying IT Value
An Executive Overview
Critical Reviews For Applied Information Economics:
"AIE's unique strengths are its processes for clarifying and quantifying
'unmeasureable' benefits, costs and risks and their presentation in a probabilistic
model based on a range of estimates (versus single-point estimates). Thus, it
structures an investment decision in economic terms with defined levels of
risk/return."
The Gartner Group
âAIE represents a rigorous, quantitative approach to improving IT investment
decision makingâŚ..this investment will return multiples by enabling much better
decision making. Giga recommends that IT executives learn more about AIE and
begin to adopt its tools and methodologies, especially for large IT projects.â
Giga Information Group
âAIE-like methods must become the standard way to make (IT) investment
decisions.â
Forrester Research, Inc.
âThe theory of Applied Information Economics is right on target. People that donât
use these methods will be missing a lot of opportunities.â
Dr. Marshall Van Alstyne, MIT Sloan School of Business
Copyright, Hubbard Decision Research, Inc. 2004
2. Synopsis
Applied Information Economics (AIE) is a powerful new method for quantifying the value of IT investments. This
overview document of AIE is targeted toward executives who make decisions about approving IT projects. The
issues covered are the nature of the current IT decision problem, how AIE solves them and how AIE is different
from other methods.
I. The Risks & Opportunities for IT Decision-makers
Making âeconomically rationalâ decisions about
US Average Cancellation Rate
information technology (IT) investments is becoming
both more important and more difficult. The hope of 50%
Other Risks:
dramatic productivity gains from IT investments seems
40% Cost Overruns
to increase as the power of computing increases. One Unrealized Benefits
indicator of this faith in IT is the growing âportfolioâ Liabilities
of information systems investments in virtually every 30%
company. For many companies it is the largest of all
investment portfolios. 20%
âIf [the economy] is still âcapitalist,â it is now 10%
dominated by âinformation capitalism.ââ Peter
Drucker (Ref. 4) 0%
Yet, this growth in IT investments and the power of 1 10 100 1,000 10,000
computing has not been matched by a growth in Projected Work-Months of Effort
successful techniques for finding the right combination
of IT investments. This is a real predicament because
It has been reported that in the worst-case scenarios a
the difference between the ârightâ decision and the
bad IT investment does more damage than just the loss
âwrongâ decision is dramatic.
of the direct investment. There are cases where
dysfunctional IT systems have interfered with the
180
business operations and cause the loss of customers
160
and revenue. The Denver Airport is a well-known
140 Industrial Age
Billions (1987 $, US)
Capital Spending example of this. (Ref. 5)
120
100 Given the extremes of the risks and benefits of IT
investments, it is easy to see how critical it is to tell the
80
Information Age difference between the ârightâ investment decision and
60 Capital Spending the âwrongâ one. A rational and systematic analysis of
40 the expected costs and benefits is essential. However,
20 even with extreme differences in returns on IT
0 investments, most decision makers find it difficult to
82 83 84 85 86 87 88 89 90 91 92 93 94 95 determine which investments will be a phenomenal
Year success and which will be a crippling failure. The
There are cases of companies realizing fantastic returns decision-maker is confronted with many seemingly
on investment of 50% or more from IT investments. abstract and intractable questions.
(Ref. 3) Companies that have received these kinds of
returns have turned information systems into strategic How do I estimate the value of information or an
advantages by leveraging IT into new levels of information system (including âintangibleâ
customer service, enhanced quality control and reduced benefits)?
administrative costs. How do I deal with the apparently extreme
uncertainties in the estimates of IT costs and
However, for every success story there is a story of benefits?
runaway development costs, cancellations after a huge How do I know whether one IT investment is
investment, practically unmanageable maintenance, or âbetterâ than another investment (IT or
unrealized expectations. For example, the risk of otherwise)?
project cancellation (usually resulting in the loss of How do I know when to stop analyzing, accept
most of the investment up to cancellation) is often over some risk, and make a decision?
5% but sometimes over 40%.
Copyright, Hubbard Decision Research, Inc. 2004
3. II. The Solution: Applied Information Economics
Definition: Applied Information Economics (AIE) is
the practical application of mathematical models and How AIE Works
scientific measurements to solve problems in Some of the basic techniques that make AIE a
information systems investments. powerful set of tools are âunit of measureâ
definitions, calculation methods for the value of
AIE is a unique methodology to rigorously apply a information, methods for modeling uncertainty in
specialized economic theory to the problems estimates, and treating the IT investment as a type of
confronting the executive in charge of the âIT investment portfolio. These methods are part of a
portfolio.â fully documented formal procedure.
AIE is a synthesis of techniques from a variety of
scientific and mathematical fields. The tools of "Unit of Measure" Definitions
economics, financial theory, and statistics are all Most IT investment arguments include some costs or
major contributors to AIE. But in addition to these benefits which are treated as âintangiblesâ or factors
more familiar fields AIE includes Decision Theory - that cannot be measured. Some common examples
the formulation of decisions into a mathematical include âStrategic Alignment,â âCustomer
framework - and Information Theory - the Satisfactionâ or âEmployee Empowerment.â In most
mathematical modeling of transmitting and receiving of these cases, the factors only seem to be
information. It is important to emphasize, however, immeasurable because they are ambiguously defined.
that even though AIE is a theoretically well-founded AIE removes this type of ambiguity by focusing on
set of techniques, it is a very practical approach. definitions that can be express in units of measure.
Every proper application of AIE keeps the bottom line
squarely in mind. All output from the AIE project is For example, an argument for a new Project
in support of specific practical business objectives. Management System may claim that, among other
things, it increases âemployee empowerment.â Does
Economic this mean that certain types of decisions can be made
better and faster because the information to make
Decision/ Game decisions is available to more people? If so, how
Operations Theory frequently do situations arise that require such
Research Applied
Decision decisions and what is the economic impact of a timely
Information
Modern Portfolio Analysis decisions which is more likely to be correct? Does
Economics
Theory âemployee empowermentâ mean that management
Statistic overhead per employee is reduced because less
Information supervision is required? Does it mean that employee
Engineering Information turnover is reduced (along with recruiting and training
Software Theory costs)? Does is mean all of the above?
Metrics
The powerful techniques of AIE clarify, measure, and âAnything can measured in a way which is superior
provide optimal recommendations for a variety of to not measuring it at allâ Gilbâs Law (Ref. 16)
situations. AIE applies across the enterprise to solve
some of its most perplexing problems, including the All âIntangiblesâ Have Unit of Measure
following: Definitions
Using mathematical models to improve âCustomer Satisfactionâ could be:
cost/benefit analysis (CBA) for better decisions at Percentage of customers that repeat business
all levels of IT Number of complaints received per month
Developing financially-based quality assurance The cost of fixing defects after sale
measurements to insure that the implementation âEmployee Empowermentâ could be:
of IT decisions are effective Decreased employees/year (turnover)
Developing a strategic plan for information Decreased supervisory overhead
systems based on identifying the best Decreased time to make certain decisions
opportunities for economic contribution by
information systems
Copyright, Hubbard Decision Research, Inc. 2004
4. Example of a Probability Distribution for the ROI The Calculation Of
on an IT Investment The Economic Value of Information
Risk of âExpectedâ ROI
Negative Contrary to popular belief, the value of information
ROI Chance of Positive ROI can be calculated as a dollar value. Although the term
âinformationâ is often used in an ambiguous manner,
an unambiguous unit of measure has been defined
which can be used in an economic value calculation.
This mathematical procedure can be paraphrased as
follows:
-50% 0% 50% 100% 150% 200%
1. Information Reduces Uncertainty
Possible ROI's 2. Less Uncertainty Improves Decisions
3. Better Decisions Result In More Effective
Actions
Analyzing Uncertainty Systematically 4. Effective Actions Improve Profit
All investments have a measurable amount of These four steps can be stated in unambiguous
uncertainty or risk. In fact, rational investment mathematical terms. The mathematical model for this
decisions must always take both the risk and return of has been around since the late 1940's. From this the
a given project into account. The ability to quantify âelusiveâ value of information can be determined
the risk of a given IT investment, and compare its precisely.
risk/return with other non-IT investments, is one of
the many things that set AIE apart.
IT Investments as an Investment Portfolio
AIE quantifies uncertainties with ranges of values and
probabilities. In reality, there is uncertainty about any
number that we would apply to just about any AIE uses the methods of Modern Portfolio Theory
cost/benefit variable. Instead of choosing some and treats the set of IT investments in a firm as
arbitrary number of high precision, AIE focuses on another type of investment portfolio. Each
determining the range of possible values for a given investment is analyzed on a risk/return basis for its
variable and ascribing probabilities to them. It is contribution to the portfolio.
almost never the case that we will need exact numbers By using techniques from Modern Portfolio Theory,
before we can make an economically rational we can determine whether the uncertainties inherent
decision. The decision is whether the expected return in a given IT investment decision are acceptable given
is enough to justify taking the predetermined and the risk/return position for the firm.
quantified risk.
The ranges of values assigned to variables in a
decision model can be used to determine a Example Risk/Return Profile
âprobability distributionâ of the net benefit of a
particular IT investment. AIE uses the âMonte Carloâ Company's
method - the generating of thousands of random investment limit
40
scenarios on a computer (also used in statistics,
Probability of
actuarial science and game theory) - to develop a 30
ROI < 0
graph of the likelihood of each possible net benefit.
20
Since part of this graph will usually show that there is
Acceptable region of
some chance of losing the investment or not making 10 investment
the desired return, the risk of the investment can be
quantified and assessed against its expected return.
100 200 300
âExpected" ROI
Copyright, Hubbard Decision Research, Inc. 2004
5. III. What Is Different About Applied Information Economics?
The methods and the result of AIE are distinctly methods ask IT investment decision makers to rate a
different form any predecessor. The methods proposed project in categories such as âstrategic
discussed previously are very effective and would be Alignment,â âOrganizational Risk,â etc.
new to almost any IT decision-making committee.
Most of these methods have between 4 and 12
Previous attempts to improve the ability of firms to categories of evaluation but some have over a
invest in IT more effectively could be put into two hundred. The proposed project is typically given a
categories: traditional CBA and Weighted Scoring score of 0 to 5 in each of these categories. The scores
Methods. in each of these categories is then multiplied by a
weighting factor which is meant to account for the
relative importance of each of the scored categorized.
Traditional Cost Benefit Analysis The weighting factors are usually standardized for a
For firms that were making no attempt whatsoever to given company so that all projects are evaluated by
quantify the value of information systems, traditional comparable criteria. The adjusted scores are then
cost benefit analysis (CBA) was a great improvement. totaled to give an overall score for the proposed
the decision criteria used by CBA includes Net Present project.
Value (NPV), Return on Investment (ROI), Economic
Sometimes these methods are misleadingly referred to
Value Added (EVA) and a few others.
as information economics methods and are represented
Since CBA spoke the language of budgets and finance, as objective, structured or formal. It is important to
it was usually understood by the individuals tasked note that these methods are not based on any kind of
with making budget decisions. Furthermore, the basic formal, accepted economic model and that they cannot
principles it attempts to apply (NPV, ROI, etc.) are truly be called economics at all. The total score that is
sound financial tools. generated for a proposed system has no meaning in
financial terms. The definitions of the different scores
Unfortunately, CBA is often put together by IT staff
in a category and the weight of a category are not tied
and is not always reviewed by finance or accounting
to any scientific approach either theoretical or
advisors. Sometimes this leads to simple errors in the
empirical. It is actually nothing more than another
application of financial concepts that can led to
entirely subjective evaluation process. Many users of
erroneous investment decisions.
these methods claim they see a benefit but there is no
An equally significant and more common problem is demonstrated measurable value to this process. (Ref. 9,
that CBA, as it is usually employed, depends on point 14)
estimates (exact numbers instead of ranges) for every
A report by Barbara McNurlin demonstrates this point.
relevant factor in the costs and benefits of an
(Ref. 14) Ms. McNurlin analyzed 25 different benefit
information system. The point estimates could not
estimation techniques including various weighted
usually be specifically justified by some methods of
scoring methods. She characterizes those methods,
measurement but were entirely based on the judgment
none of which she classified as based in theory, as
of individuals. Sometimes, the only attempt to
âuseless.â
differentiate between numbers of different level of
uncertainty is an ambiguous âhardâ vs. âsoftâ
Paul Gray, a book reviewer for the Journal of
distinction. Often a benefit that was identified as
Information Systems Management, may have summed
âsoftâ would be left out of the calculation altogether.
it up best. He reviewed a book titled, âInformation
This tended to systematically ignore some of the
Economics: Linking Business Performance to
largest benefits of information systems.
Information Technology,â one of the definitive books
Consequently, the result of most CBAâs is a number
of a popular type of weighted scoring method. (Ref. 13)
that cannot be meaningfully compared to alternative
He wrote: âDonât be put off by the word âeconomicsâ
uses of the budget.
in the title: the only textbook economics discussed is
in an appendix on cost curves.â (Ref. 15) Meant as an
Weighted Scoring Methods accolade it also sums up the key weakness of the
approach: there are no economics in this version of
There are several recent attempts to improve IT information economics.
investment decisions by using various forms of
weighted scoring methods. (Ref. 10, 11, 12, 13) These
Copyright, Hubbard Decision Research, Inc. 2004
6. Summary Comparison of Methods
Traditional Weighted Scoring Methods Applied Information Economics
Cost/ Benefit Analysis
Basic Financial Tools NPV, ROI, EVA (sound Not specifically included or altogether NPV, ROI, EVA (sound financial
financial tools) ignored; produces a âscoreâ; not com- tools
parable to financial data
Analyzing âIntangiblesâ Usually ignored because only Attempts to evaluate without removing Focuses on removing the ambiguity
âhardâ benefits are given ambiguity, adds further ambiguity with of the identified intangible with
numbers subjective scoring "unit of measure" definitions
Uncertainty In The Uses point estimates, ignores No specific methods are discussed. Employs sound mathematical
Estimates differences in level of Subjective scoring methods actually may methods already used in actuarial
uncertainty except for add uncertainty science, statistics and financial
ambiguous âhard/softâ management theory
distinctions
Information Gathering Systematic methods employed - Almost no focus on real measurement Scientific information gathering.
Methods but rarely; usually depends on techniques of any kind Also calculates the EIQ, to gather
individual judgment information just sufficient for a
given decision
Overall Assessment Better than nothing; has sound Creates an illusion of objectivity and The only method which provides
financial methods quantifying benefits; has demonstrated no scientifically and economically
measurable improvement in decisions valid recommendations
6. R.Due âThe Productivity Paradoxâ, Information
Conclusion Systems Management, Vol. 10, Iss. I, Winter 1993
Applied Information Economics has distinct 7. D. Powell, â The Productivity Paradoxâ,
advantages over other methods for assessing the Computing Canada, Vol. 18, Iss. 24, November
value of information systems investments. It is 23, 1992
the only method that has specific tools to deal 8. P. Drucker, Post-Capitalist Society, Harper
with the uncertainty, intangibility, and ambiguity Busines Press, 1994
9. A. Lederer, J Prasad, âSystems Development and
typical of IT investments in a way which is
Cost Estimating Challenges and Guidelinesâ,
financially meaningful. As the power of Information Systems Management, Fall 1993
information systems increase, as the influence of 10. S.C. Johnson, âNo Doubt About ITâ,
information technology on economic prosperity ComputerWorld, August 15, 1994
grows, it will be even more critical that we 11. M. Parker, R. Benson, âEnterprise Wide
develop and utilize rational business methods in Information Economics Latest Conceptsâ, Journal
the analysis on IT investments. Applied of Information Systems Management, Fall 1989
Information Economics is and will continue to 12. J.W. Semich, âHereâs How to Quantify IT
be at the forefront of methods to keep Investment Benefitsâ, Datamation, January 7,
1994
business prosperous in the growing
13. M. Parker, R. Benson, âInformation Economics:
information economy. An Introductionâ, Datamation, December 1, 1987
14. Barbara McNurlin âUncovering the Information
Technology Payoffâ, (report) United
References: Communications Group, 1992, Rockville, MD
15. Paul Gray (book review) Information
1. Source Giga Information Group, PA July 15, 1996 Systems Management, Fall 1989
2. L.G.Tesler âNetworked Computing In The 1990sâ 16. Tom DeMarco, PeopleWare, Productive Projects
Scientific American Special Issue:The Computer and Teams, Dorset House Publishing Co., 1987
In The 21st Century, 1995 17. S.N. Levine, The Financial Analystâs Handbook:
3. E. Brynjolfsson âThe Productivity Paradox of
Second Edition, Dow Jones-Irwin, 1988
Information Technologyâ, Communications of
The ACM, December 1993/Vol. 36 No. 12
4. M. Kelley âProductivity and Information
Technology: The Elusive Connectionâ
Management Science, Vol. 40, No. 11, November
1994
5. W. Gibbs âSoftwareâs Chronic Crisisâ, Scientific
American, September 1994
Copyright, Hubbard Decision Research, Inc. 2004