Financial executives face a difficult
challenge as managers and stakeholders in the information
technology function. Many organizations have acknowledged IT’s
strategic role as a competitive differentiator, and accept the
need for both infrastructure and application investments. For
the CFO to play a visible role in helping to determine where a
company should invest its IT dollars, a clear process is
needed for understanding and communicating the relationship
between IT investments and business impact. In this context,
business return implies not only traditional
return-on-investment analyses, but also an assessment of a
technology investment’s impact on larger business goals.
This presentation will outline a systematic
approach the CFO can use to understand the IT portfolio, its
impact on the business, and resulting priorities for IT
investments. With this approach, the CFO can not only assess
the business impact of current and future IT investments, but
can determine and justify eliminating projects which are not
contributing to the business’ objectives.
(1 Hour. Can be
expanded to a ½ to full day workshop)
