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Example: Prioritizing IT Projects
This example is designed to give an idea of
how TransparentChoice can be used to
select the most efficient IT portfolio. This
model is inspired by Gartner’s
recommendations for picking IT projects.
The problem we solve
The problem is one of collaboration and
structure, not of information
50% failure rate
Most significant decisions are
made with group input and
How we solve the problem
Structure the decision, eliminate bias
Gather opinion and
Deliver results and recommendations
• We are selecting the portfolio of IT projects.
• Projects can be requested online.
• Criteria make implicit assumptions about priorities
• They are the structure that allows us to break down a
complex decision into manageable parts.
• Criteria help build a common language and make
• Clear criteria make it difficult to “game” the system.
• We have started with Gartner’s recommended model
for project prioritization (essentially the top-level of
the criterion hierarchy) and have then expanded on
this model as an example of how it might be used in
• This model was not put together by Gartner. Rather,
it was built from publically-available information
about Gartner’s recommended project prioritization
Reducing IT costs
The Decision Team
• In this example, the
executives define priorities,
which are represented as
• Subject matter experts score
each project against criteria.
• Then the executives review
the overall weighted scores
and make their decision
based on which projects will
deliver the best value for
Final Decision Meeting
Executives Set Priorities
Subject Matter Experts
• Criteria map to your priorities
• Defining these priorities is one of the most important
steps in any decision
• Each person (Execs, in this example) answers “A vs.
B” questions about which criterion is more important
• These votes are then brought together to discover
where disagreements or misunderstandings are
getting in the way of the decision
Voting differences can
be due to special
mistake or could even
be an attempt to
influence the decision
The process of building
consensus is not a
process”. Decisions with
more buy-in get
By avoiding discussions
about items for which
exists, and by having
discussions where there
is disagreement, the
process can reduce the
amount of time spent
on a decision.
Making your choice
Your recommendations is made with clear
justification and transparency. It is based
on clear criteria with explicit weighting –
in other words, you explicitly see the
priorities and trade-offs involved in
making the decision.
Decision makers understand exactly what
they are being asked to decide and why.
Sensitivity analysis gives them visibility
into the robustness of the
• This example is available on
• Sign up and try it now!
Try it now!