This example is designed to give an idea of how TransparentChoice can be used to select the most efficient IT portfolio. This model is inspired by Gartner’s recommendations for picking IT projects.

1. Example: Prioritizing IT Projects
This example is designed to give an idea of
how TransparentChoice can be used to
select the most efficient IT portfolio. This
model is inspired by Gartner’s
recommendations for picking IT projects.

2. The problem we solve
The problem is one of collaboration and
structure, not of information
50% failure rate
Most significant decisions are
made with group input and
multiple trade-offs/criteria

3. How we solve the problem
Structure the decision, eliminate bias
Gather opinion and
build consensus
Deliver results and recommendations

4. The scenario
• We are selecting the portfolio of IT projects.
• Projects can be requested online.

5. Criteria
• Criteria make implicit assumptions about priorities
explicit.
• They are the structure that allows us to break down a
complex decision into manageable parts.
• Criteria help build a common language and make
trade-offs visible.
• Clear criteria make it difficult to “game” the system.

6. Criteria
• We have started with Gartner’s recommended model
for project prioritization (essentially the top-level of
the criterion hierarchy) and have then expanded on
this model as an example of how it might be used in
practice
• This model was not put together by Gartner. Rather,
it was built from publically-available information
about Gartner’s recommended project prioritization
process.

7. Criteria
Prioritize your
projects
Financial return
Cost reduction
Payback
Reducing
business
operating costs
Reducing IT costs
Increase sales
contribution
Project risk
Organizational
complexity
Project
complexity
Strategic impact
Brand building
Business
development
Customer
intimacy
Product
excellence
Technical
architecture fit
Alignment with
architecture
Capability

9. The Decision Team
• In this example, the
executives define priorities,
which are represented as
weighted criteria.
• Subject matter experts score
each project against criteria.
• Then the executives review
the overall weighted scores
and make their decision
based on which projects will
deliver the best value for
money
Final Decision Meeting
Executives Set Priorities
(Weight Criteria)
Subject Matter Experts
Score Projects

10. The Decision Team

11. Weighting criteria
• Criteria map to your priorities
• Defining these priorities is one of the most important
steps in any decision
• Each person (Execs, in this example) answers “A vs.
B” questions about which criterion is more important
• These votes are then brought together to discover
where disagreements or misunderstandings are
getting in the way of the decision

12. Building consensus
Voting differences can
be due to special
knowledge, simple
mistake or could even
be an attempt to
inappropriately
influence the decision

13. Building consensus
The process of building
consensus is not a
“fluffy feel-good
process”. Decisions with
more buy-in get
executed better

14. Building consensus
By avoiding discussions
about items for which
consensus already
exists, and by having
very contained
discussions where there
is disagreement, the
process can reduce the
amount of time spent
on a decision.

15. Making your choice
Your recommendations is made with clear
justification and transparency. It is based
on clear criteria with explicit weighting –
in other words, you explicitly see the
priorities and trade-offs involved in
making the decision.
Decision makers understand exactly what
they are being asked to decide and why.
Sensitivity analysis gives them visibility
into the robustness of the
recommendation.

16. • This example is available on
your TransparentChoice
account.
• Sign up and try it now!
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