This first review or gate in the state gate review answers the question: How does this investment and its implementation program fit into our overall strategy? The response confirms that the program has merit in context, has been selected based upon thorough analysis and research, and is feasible i.e. can be implemented to achieve results.
The second review or gate evaluates the investment program's business case for compliance and feasibility – will it work? will it deliver promised results? – or in other words is this promise too good to be true? This review ensures key stakeholder support and buy-in to the program, tight coupling of the program and business objectives, and a thorough review of the cost, benefits and risks identified in the business case for accuracy, and completeness.
This document provides a step by step guide to create a strategic plan for information and communication technology. For each activity, it provides overview of the step, required inputs, expected outputs, tasks lists and process diagram, supporting tools, and related tasks.
This white paper introduces the concept if strategic planning for information technology, discusses a framework for IT planning, and related processes to make the IT planning initiative produce results.
This comprehensive guide provides policy, principles, process, framework, and examples for a complete and thorough management – identify, select, evaluate, fund, deploy, monitor – of major investments. You can adapt this guide to create your own Information Technology investment management process and framework.
This guide presents a step by step process to embed stage gates into your program delivery. It describes the purpose of each stage gate review and the key questions that must be asked and answered before the program is allowed to proceed.
This guide describes the key questions that must be answered to evaluate the business case for the program – does it make sense? is it realistic? are key stakeholders on board?
This guide describes the key questions that must be answered to evaluate the implementation strategy for the program – does it make sense? is it realistic? are key stakeholders on board? is there a plan? how meaningful and realistic is it?
This guide describes the key questions that must be answered to evaluate the entire program – does the business case make sense to continue investment? is it realistic? are key stakeholders on board? is there an implementation plan? how meaningful and realistic is it?
This guide describes the key questions that must be answered to evaluate the organizational readiness for program implementation – will business operations work as planned? will benefits be realized as promised?
