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How to rank computer projects.

M D Buss

    Harvard Business Review
    |December 12, 1982
    PubMed
    Summary
    This summary is machine-generated.

    Conflicting views on project selection are common. A structured, eight-step process coordinated by information systems (IS) managers, involving top executives and users, ensures effective resource allocation beyond just financial metrics.

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    Area of Science:

    • Information Systems Management
    • Decision Science
    • Project Management

    Background:

    • Disagreements among top executives, information systems (IS) managers, and users frequently arise during the project proposal selection process.
    • Sole decision-making by any single group often leads to suboptimal outcomes and resource allocation.

    Purpose of the Study:

    • To propose a structured, collaborative eight-step process for reconciling differing perspectives in project proposal selection.
    • To facilitate effective utilization of IS resources by incorporating broader criteria beyond purely financial considerations.

    Main Methods:

    • Development of an eight-step project selection framework.
    • Emphasis on the role of the IS manager as a coordinator to bridge stakeholder viewpoints.

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  • Integration of diverse perspectives from top executives and users into the ranking process.

    • Main Results:

    • Reconciliation of conflicting viewpoints among key stakeholders.
    • Establishment of an orderly project ranking system.
    • Improved effectiveness in IS resource allocation through a holistic priority-setting approach.

    Conclusions:

    • A collaborative, structured approach is essential for effective project proposal selection.
    • IS managers play a crucial role in coordinating diverse stakeholder input.
    • Prioritizing projects based on a comprehensive set of criteria, not solely financial ones, optimizes IS resource utilization.