Most corporate business units and IT departments will state that they want to focus on "Value Added" projects that contribute to the bottom line. In fact, all projects in a company's portfolio can be prioritized and initiated primarily based on the value they will add to the company. However, measured ROI is often not the fundamental criteria for project portfolio decisions.

Many business managers, IT managers, and business analysts know how to calculate the ROI on tangible items ("This system will save us 2 minutes on every widget we produce"), however, many find it difficult to calculate the ROI on less directly measurable items ("I know this new CRM system will help us sell a bunch more widgets. But how many more?").
 

This presentation will cover:
-    A brief review of the terms "ROI and "Value Added" and a bit of history going back to the "Office Automation" days.
-    A summary of the different kinds of ROI (Increased Revenue, Accelerated Revenue, Reduced Cost, Increased Odds of a Quantifiable Gain, etc.).

-    Interviewing techniques for gathering ROI base information.

-    A simple mathematical process for calculating the value of both the readily measurable and the "intangible" ROI.

Note: Attendees will be participating in some simple hands-on exercises, so bring a calculator.

SPEAKER: Kevin Schneider, a Senior Project Manager for Compuware in Cincinnati

Kevin Schneider is a Senior Project Manager for Compuware in Cincinnati. Kevin has worked as an operating systems and compiler designer, a systems engineer, a business analyst, and for more than a decade as a project manager. He has led numerous large-scale efforts, covering a broad spectrum from software development to technology migrations. Kevin earned his degree in Mathematics and Computing Sciences from Northern Kentucky University in 1980.

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