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Proceedings of IFIP 8.2/Organizations and Society in Information Systems (OASIS)

Abstract

In this paper we investigate how business intelligence can be used to support project prioritization processes in an IT development organization. The case setting is the IT development organization of a large Scandinavian financial institution where we study the relationship between business intelligence and actual organizational decisions to find ways to support organizational decisions by using business intelligence.The results show that in project portfolio choices, due to the poor business intelligence they receive, the managers make decisions based mainly on intuition and bargaining and less on business intelligence. According to the interviewed managers this leads to an inefficient process as they use a considerable amount of time in the negotiation and bargaining process, which they feel leads to suboptimal project choices. Whether this perception is justified is an open issue, as the chosen projects with rare exceptions lead to expected business value and as negotiations, e.g. based on power issues might also be necessary when ‘better information’ is available.

Volume

10

Issue

105

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