| Description |
1 online resource ([5] pages) : color portraits |
| 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 |
| Notes |
Title from opening screen. PDF file viewed Feb. 8, 2011; Adobe Acrobat Reader v. 5 required |
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Originally appeared in: PM network, v. 25, no. 2 (Feb. 2011) |
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Mode of access: World Wide Web |
| Subject |
Rate of return.
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Project management -- Evaluation.
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Project management -- Evaluation.
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Rate of return.
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Project Management (PM) -- Evaluation.
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Project -- Evaluation.
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| Form |
Electronic book
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| Author |
Project Management Institute.
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