Business Case Developments for IT Projects

Both macro-economic research and micro-economic, firm-level investigations into IT spendings and subsequent productivity increase yield inconsistent results. Oz sketches why this is difficult as well as proposes hints towards more proper work.

Using the Balanced Scorecard, organisations can both enhance their way of working whilst improving financial performance. This summary describes the four quadrants as well as a bit of history regarding traditional financial analysis, as described by Kaplan and Norton in their original HBR submission...

Various models exist that suggest how much effort should be put in a certain phase of a software development project. As these models vary greatly in these effort percentages, practitioners are confused and ignore the models. This study conjectures that models vary because they do not take into acco...

Managerial practice often only scantily realises that applications result in high production and further development costs. Managers focus too much on initial development costs versus net benefits. In this study, the authors aim to provide an overview of costs over the application lifecycle; shed a ...

Contemporary organisations use Total Cost of Ownership (TCO) to measure the effectiveness of their IT expenditures. Maximising this effectiveness requires spending less without impacting IT operations. The authors of this article argue that retaining service levels while reducing costs can be done i...

The authors sketch that IT projects still fail regardless of significant progress in the field of risk management. However, they argue that risk management in general and risk factors in particular is grounded in wrong assumptions: project managers cannot know in advance which risks will happen and ...

This paper discusses the approaches to risk management. It also identifies risk factors in an Australian state's project management practice, and subsequently identifies that project types matters in determining the importance of factors.