All things considered /
When determining the projects that a company should pursue, return on investment (ROI) is often used. This article suggests that executives should look beyond ROI and the bottom line when selecting projects. A project and risk-management consultant recommends that organizations should establish a do...
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| Corporate Authors: | , |
| Format: | eBook |
| Language: | English |
| Published: |
Newtown Square, Pa. :
Project Management Institute,
2011.
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| Subjects: | |
| Online Access: | Connect to the full text of this electronic book |
| Summary: | When determining the projects that a company should pursue, return on investment (ROI) is often used. This article suggests that executives should look beyond ROI and the bottom line when selecting projects. A project and risk-management consultant recommends that organizations should establish a documented assessment process across the business to ensure effective use of resources and alignment with strategic goals. The question companies should be asking is: What benefits will the organization realize from this project? Projects that cannot prove ROI or strategic relevance must be driven by the following: meeting regulatory standards, improving quality, and ensuring business continuity. Accompanying this article are two sidebars: The first one looks at how companys shuffle resources; the second lists four steps for looking beyond ROI. |
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| Item Description: | Title from opening screen. PDF file viewed Feb. 8, 2011; Adobe Acrobat Reader v. 5 required. Originally appeared in: PM network, v. 25, no. 2 (Feb. 2011). |
| Physical Description: | 1 online resource ([5] pages) : color portraits |
| Format: | Mode of access: World Wide Web. |