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Project Budgeting


Getting Your Tech Budgets Passed
Your technical expertise may mean you'll be asked to help write a proposal and financial plan for your company's next IT project. Don't let your tech-speak alienate decision-makers and stall your project. At

Project Management 101. Part 4: Managing Costs, Money and Profit
A successful project manager must simultaneously manage the four basic elements of a project: resources, time, money, and most importantly, scope. Often a Project Manager is evaluated on his or her ability to complete a project within budget. The first three parts of this series should be of interest to new project managers – find the links through this article. At

Why Is Total Cost Of Ownership (TCO) Important?
When companies make decisions about their IT investments, one of the most common problems they encounter is the seemingly simple issue of how much does it cost? At

Avoid Pouring Good Money Into a Bad Project
Does this scenario sound familiar? “The project was failing. After spending close to $10 million the system still was not meeting requirements. After reviewing the situation, management decided to invest another $2 million in an attempt to recover the project.” Read the author’s recommendations. At

Software Project Failure: The Reasons, The Costs
When a major software project fails, the results can be devastating to an organization. This article uses economic criterion to define what it means for a project to fail and examines common traps that contribute to or accelerate project failure. At

Why the Corporate GL is an Impediment to Project Budgeting
Hands up all those Project Managers who have spent hours trying to reconcile their project expenditure with the corporate General Ledger? In almost every project, the GL is an impediment to project management rather than an aid. At

Reconcilable Differences
The CEO is pushing you for new systems that create competitive advantage. The CFO is pulling you to cut costs. How to strike a balance without being torn apart. At

Wanted: ERPeople Skills
Because ERP is so intertwined with business processes, anticipating the impact on the daily activities and behaviors of many of the organization’s human resources is an essential element of ERP planning. From CIO Magazine

Software Economics 101
Are your Canadian code writers still productive, or would a Chinese company be more useful to you? Maybe 10 years ago the information technology chief in a U.S. company didn't have to bother his head with such arcane questions. But today, CIOs everywhere must master global software economics. Why? At

Software Pricing Questions
Software pricing can be a mystery. Those of us, who have purchased software, or hardware for that matter, usually have some horror stories of hidden pricing elements. At

The Elusive Value of Infrastructure
IT infrastructure is expensive to maintain, and its importance is not always obvious. Here's how to place a value on the data centers and other parts of your IT boiler room. At

Every Last Dime
TOTAL COST OF OWNERSHIP (TCO), does it matter? The most important aspect of TCO may not be the actual dollar value that it appears to cost an organization, but an awareness that there is a cost. From CIO Magazine

Software Licensing
Customers have more leverage than ever. Even so, caveat emptor. At

Getting Money for Security
Security conference presentation slides. At

Patrolling the Desktop
Total cost of ownership (TCO) is a buzzword for many finance and IT/IS managers. Article discusses some "best practices" for getting desktop costs under control. From CFO Magazine (Europe)

What's the Deal?
Leasing IT gear is more popular than ever, thanks to a host of new options. But more for lessees is not guaranteed. At

Chargeback for Good or Evil
Charging users for IT costs can rein in budgets and bring rigor to planning, but it can also turn you into an unpopular bean counter. At

The Strengths and Weaknesses of TCO
Total cost of ownership (TCO) is a metric frequently used by companies when they evaluate technology - but companies often make the mistake of focusing on TCO when evaluating potential investments.



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