Abstract
Nowadays, it has been acknowledged that there is an insufficiency of projects assessment based on scope, time and cost restrictions to ensure the organization’s creation of value. Despite that, this metric keeps being used and, quite often, it is the only one used to assess the project’s success. This study is based on theoretical references to analyze how some Brazilian and multinational organizations manage the creation of value through their Information Technology (IT) project portfolios. This work aims to understand the processes used and identify the main challenges faced by those organizations. To achieve this goal, an exploratory qualitative approach was used, based on semi-structured interviews with IT portfolio managers from 14 companies of several segments and sizes. The research indicated improvement opportunities and showed that few companies effectively assessed the value generation of their projects, prevailing a perspective of dissonant assessment procedures from corporate results, which does not contribute to the organizational improvement and learning process.
Keywords:
IT projects; Value-adding; Return on investment; Organizational learning