The elusive ROI

At the close of the 20th century, project managers worldwide were using return on investment (ROI) as a gauge to justify organizational investment in project management. But since the dawn of the 21st century, project managers have been looking for unconventional methods to measure project management value, methods that look beyond financial performance. This article discusses the inadequacy of using financial models to measure the value of supporting project management and implementing organizational change initiatives. In doing so, it analyzes several other articles on this subject, each calling for a shift from financial models to measures that consider, among other factors, employee morale and accountability. This article features interviews with practitioners, each of whom argue that instead of financial performance it is the intangibles--increased customer satisfaction, improved organizational quality-of-life, enhanced planning capabilities--that can best justify project investment. This article also id
registered user content locked

Log in or join PMI to gain access

or Register

Advertisement

Advertisement

Related Content

Advertisement

Publishing or acceptance of an advertisement is neither a guarantee nor endorsement of the advertiser's product or service. View advertising policy.