ارزیابی هزینه های فناوری اطلاعات: رسیدن به نتیجه های درست IT cost benchmarking: Drawing the right conclusions
- نوع فایل : کتاب
- زبان : انگلیسی
- ناشر : Elsevier
- چاپ و سال / کشور: 2017
توضیحات
رشته های مرتبط مدیریت
گرایش های مرتبط مدیریت فناوری اطلاعات
مجله افق های تجارت – Business Horizons
دانشگاه کالج کسب و کار، ایالتی موری، امریکا
نشریه نشریه الزویر
گرایش های مرتبط مدیریت فناوری اطلاعات
مجله افق های تجارت – Business Horizons
دانشگاه کالج کسب و کار، ایالتی موری، امریکا
نشریه نشریه الزویر
Description
1. Using benchmarking to justify IT costs Managing and justifying IT costs is an essential responsibility of Chief Information Officers (CIOs). As the presented scenario illustrates, these responsibilities intensify during times of economic stagnation, when firms must search for ways of saving on costs. But even during periods of growth and expansion, IT managerial control ratios are at the heart of capital allocation decisions, which have operational and strategic impacts (Kobelsky, Richardson, Smith, & Zmud, 2008). A variety of IT investment evaluation methodologies can be used to analyze IT costs, including return on investment (ROI), net present value (NPV), internal rate of return (IRR), real options analysis (ROA), and the balanced scorecard (BSC). However, managers often reject these methodologies as impractical. Estimating ITcosts and benefits is often difficult, expensive, and–—in the case of estimated IT benefits–—not entirely possible. Instead, CIOs turn to cost benchmarking to justify IT expenditures. IT cost benchmarking compares IT spending against industry averages or best-in-class information systems (IS) organizations. Determining the relative standing of one’s IS organization, either in relation to other companies or business units in the same firm, provides support for extant or additional investments in IT. Comparisons can fuel cost-cutting initiatives or help justify higher spending levels.
