In group situations, decisions on what should be included in the portfolio of active IT investments may be fragmented between the chief information officer (CIO) and business executives; who may each make assumptions regarding how, and by whom, decisions should be made. However, both IT and business leaders should vet project proposals by matching them with the entity’s strategic objectives. Directly, SILCM has a significant effect on the viability of an IT project governance program. Indirectly, IT project governance may impact stakeholder assessed entity value. Therefore, management should ensure ‘best practices’ IT project governance is deployed, within the IT governance framework, to enable increased valuation by stakeholders.
“View Part I of the Governance and Managing IT Projects series here“