Measure to Manage: ITFMA Gleanings

Case Study by Eric Krell
Business Technology, 07/24/2001

This article reviews the substance of the IT Financial Managers Association convention in Boston on July 10-13. The article focuses on three out of 30 presenters at the event. It dedicates a few paragraphs to the “IT Measurement Inversion” presentation Doug Hubbard is often asked to give at conferences. [inactive link]

Two Teams are Better than One

Case Study by Ben Worthen, analysis by Douglas Hubbard
CIO Enterprise Magazine, 07/15/2001

This case study by Ben Worthen documents how Hygeia’s two team business case development methodology works. Doug Hubbard explains that while the division of duties may have a positive effect on the business cases, Hygeia’s approach has the same problems as most traditional cost/benefit analysis. [view article]

Meter Readers

Case Study by Debby Young, analysis by Douglas Hubbard
CIO Enterprise Magazine, 01/15/2001

A case study written by Debby Young explains how Wisconsin Gas evaluated e-commerce projects with a method called “Loyalty Value Added”. In the “Critical Analysis” column Doug Hubbard explains that this is an impressive step in the right direction. However, there are two common pitfalls in using Real Option Valuation and probabilistic models that Wisconsin Gas (and everyone else) need to watch out for. [inactive link]

Use Caution with Function Points

Case Study by Bill Roberts, analysis by Douglas Hubbard
CIO Enterprise Magazine, 10/15/2000

A case study written by Bill Roberts of how Nielsen Media uses Function Points to manage outsourcing. Doug Hubbard’s commentary focuses on the shortcomings of FPA for that purpose. [inactive link]

Keep on Trackin’

Case Study by Bill Roberts, Analysis by Doug Hubbard
CIO Enterprise Magazine, 06/15/2000

Bill Roberts presents the case of how the largest trucking carrier in the US, Scheider National, made a business case for a new trailer tracking system. Mr. Hubbard’s commentary points out that their use of some decision theory methods were impressive, but they missed an opportunity to quantify some things they too quickly labeled “intangible”. Some significant benefits are left out of their analysis resulting in, frankly, a mediocre return. Fortunately, Schneider chose to implement the system regardless of the unimpressive payback. [inactive link]