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Abstract
How can senior IS executives successfully shepherd IT initiatives through complex organizations? This paper prescribes an integrated IT investment management process incorporating four recommended activities: • strategic planning, • quality function deployment, • activity analysis, and • responsibility assignment. The process, tools, methods, and organizational learning were drawn from two projects at Air Products and Chemicals, Inc. The integrated process for IT investment management can help senior IS executives prioritize projects and align responsibility and accountability for IT initiatives that require complementary organizational changes to activities across the entire value chain to realize full benefits.
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