A real options approach for prioritization of a portfolio of information technology projects: a case study of a utility company

Author(s):  
I. Bardhan ◽  
S. Bagchi ◽  
R. Sougstad
Author(s):  
Monica Bobrowski ◽  
Sabrina Soler

Data plays a critical role in organizations up to the point of being considered a competitive advantage. However, the quality of the organizations’ data is often inadequate, affecting strategic and tactical decision making, and even weakening the organization’s image. Nevertheless it is still challenging to encourage management to invest in data quality improvement projects. Performing a traditional feasibility analysis based on Return on Investment, Net Present Value, etc., may not capture the advantages of data quality projects: their benefits are often difficult to quantify and uncertain; also, they are mostly valuable because of the new opportunities they bring about. Dealing with this problem through a real options approach, in order to model its intrinsic uncertainty, seems to be an interesting starting point. This paper presents a methodological framework to assess the benefits of a Data Quality project using a real options approach. Its adequacy is validated with a case study.


Author(s):  
Teta Stamati ◽  
Panagiotis Kanellis ◽  
Drakoulis Martakos

Although painstaking planning usually precedes all large IT development efforts, 80% of new systems are delivered late (if ever) and over budget, frequently with functionality falling short of contract. This case study provides a detailed account of an ill-fated initiative to centrally plan and procure, with the aim to homogenize requirements, an integrated applications suite for a number of British higher education institutions. It is argued that because systems are so deeply embedded in operations and organization and, as you cannot possibly foresee and therefore plan for environmental discontinuities, high-risk, ‘big-bang’ approaches to information systems planning and development must be avoided. In this context the case illustrates the level of complexity that unpredictable change can bring to an information technology project that aims to establish the ‘organizationally generic’ and the destabilizing effects it has on the network of the project’s stakeholders.


Water Policy ◽  
2009 ◽  
Vol 11 (4) ◽  
pp. 481-488 ◽  
Author(s):  
Anastasios Michailidis ◽  
Konstadinos Mattas ◽  
Diamantis Karamouzis

This article extends the evaluation techniques of an irrigation dam in northern Greece, called “Petrenia”, by comparing the real options approach along with, a traditional one, the discount cash flow. By introducing first a Monte Carlo simulation, the various uncertainty factors can be simulated and alternative value options can be computed, feeding them later in the real options model. Results from the case study in Greece clearly demonstrate that the irrigation dam can be classified as a profitable investment, by applying traditional discount cash flow analysis, while by applying the real options approach the project cannot be classified as profitable. Taking into consideration the uncertainty factors, the real options approach reveals that the investment could be postponed and decision makers can keep the option of investing open. Sequentially, discount cash flow analysis accompanied by the real options approach facilitates decision making and improves the investment assessment analysis. In this particular project assessment, two uncertainty factors, variation in dam capacity and water price, restrict the profitability of the irrigation dam, according to the results of the real options approach.


2016 ◽  
Vol 18 (2) ◽  
pp. 216-227
Author(s):  
Oliver Standing ◽  
Susan Standing ◽  
Eric Kordt

Purpose The purpose of this paper is to explore the relationship between project failure and success and an individual’s attributional style and level of seniority. Information technology (IT)-related projects are often complex because of the need to work with a range of stakeholders and satisfy diverse expectations, and thus projects often fail. Design/methodology/approach A case study of a large government organisation was undertaken: interviews and focus groups were conducted and used as primary data for qualitative analysis. Findings Line and executive managers have the tendency to increasingly make more pessimistic attributions than support workers, believing that failure was likely to persist in the future because of the inability to influence management and stakeholders. Support workers have the tendency to be more optimistic than line and executive managers and this has implications for self-serving evaluation practices. Originality/value The application of the attribution theory provides insights into project success and failure and the discrepancies between line managers’ and employees’ job satisfaction.


2011 ◽  
Vol 7 (3) ◽  
Author(s):  
John M Carroll ◽  
Michael A. Horning ◽  
Blaine Hoffman ◽  
Craig H Ganoe ◽  
Harold R. Robinson ◽  
...  

Through the past seven years, our research group has engaged in a participatory action research collaboration with a variety of community partners to explore understandings, possibilities, and commitments for a new community networking infrastructure in State College, Pennsylvania. This paper describes a case study of multifaceted information technology infrastructures, and of collaborating with the plethora of actors and institutions that are stakeholders in such infrastructures. Information technology projects increasingly depend upon the commitment and energies of a great diversity of stakeholders. Understanding better how such broad projects move forward is critical to society.


Author(s):  
Teta Stamati ◽  
Panagiotis Kanellis ◽  
Drakoulis Martakos

Although painstaking planning usually precedes all large IT development efforts, 80% of new systems are delivered late (if ever) and over budget, frequently with functionality falling short of contract. This case study provides a detailed account of an ill-fated initiative to centrally plan and procure, with the aim to homogenize requirements, an integrated applications suite for a number of British higher education institutions. It is argued that because systems are so deeply embedded in operations and organization and, as you cannot possibly foresee and therefore plan for environmental discontinuities, high-risk, ‘big-bang’ approaches to information systems planning and development must be avoided. In this context the case illustrates the level of complexity that unpredictable change can bring to an information technology project that aims to establish the ‘organizationally generic’ and the destabilizing effects it has on the network of the project’s stakeholders.


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