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Budget & Cost Basics


How to Get Your Budget Approved
CFOs look for certain things in a good IT budget. Here's what yours should—and shouldn't—include. At

A Delicate Balance
Organizations walk a fine line between scrutinizing tech spending and stifling IT leaders. At

What CIOs Need to Know About Money
To succeed in business, you need to understand how businesspeople keep score. Being a modern-day CIO - an equal partner with your enterprise's other business leaders - is not a matter of saving a dollar here, amortizing an investment there, or even making IT look good on the balance sheet and in the annual report; it's about understanding how to enhance the value of the company as a whole. At

What Every IT Manager Needs to Know About Budgeting
If you have ever been confused by your organization’s budget or budgeting process, this tutorial is designed for you. The topic is demystified through a concise, plain English, discussion of why budgeting often seems to work against you, and what you can do to make it work for you. At

IT Budgets and ROI
Purse strings are loosening ever so slightly, but that won't slow the quest for better metrics. At

Use These Tips To Get Your Budgets Approved
Eight high-level guidelines for developing an organizational IT budget. At

Follow These Tips and Avoid Common Budget Missteps
IT managers often find themselves in the unenviable position of trying to reconcile an overextended budget by midyear. Here are some of the reasons why this happens, along with a list of items that you can't afford to leave out of your budget. At

The CIO's Green Mile
Seven tactics for planning annual IT budgets. At

Tips For Turning IT From Cost Center To Profit Center
IT organizations must focus on increasing revenue, not just cutting costs, in moving IT from cost center to profit center. At

Facing An IT Future
Is the CFO a tech-savvy numbers cruncher or a fiscally savvy technology manager? It's something you need to know. At

Get Real on Cost of Ownership
Discusses the difficulties of measuring "hard" and "soft" benefits the importance of a systematic methodology to measure the real costs and benefits of technology. At

No Tolerance for High Maintenance
IT organizations are finding they have the power to negotiate better terms up front and get more bang for their buck. At

The Shrinking IT Budget
Results of a 2001 survey features quarterly interviews with 300 IT and business executives. For the first time in the survey's four-year history, more than half the respondents say their budgets are either flat or declining--almost double the 28% who responded the same way in the last survey.Concerns about the uncertain U.S. economy have resulted in IT budget cuts for 15% of the respondents; another 7% are considering scaling back for the same reason. At

IT Dollars and Sense
The "new economics" of business and how it is affecting IT / IS budgets and budget decision making. At

Still Too Many Dollars
In spite of how far we've come and how elegant and powerful much of our information technology really is, and in spite of bear market prices, I must admit that we still spend too much money on business technology -- way too much. Let's look at what's going on -- and how we might get more bang for the buck. At

The War on Traditional Budgeting
When “traditional budgeting” is a once-a-year ritual predicated upon the belief that the future can be set in stone, its future is bleak. The traditional budget can't coexist peaceably with business performance management software. One has got to go -- and it won't be the BPM system. At

Bang for the Budget
The days of approving IT budgets with nary a raised eyebrow have gone the way of the buffalo. Today, savvy executives demand business value for their IT buck. At

The Case Against Budgeting
New survey data reveals problems in budgeting, planning and forecasting and ideas to strengthen those processes. Early movers are gaining competitive advantage. At

Software That Saves You Money
Perhaps the area that has the greatest potential for savings is employee time. Companies that spend less time preparing the budget generally spend less money on it. A 2001 study by Hackett Benchmarking & Research reports that the average company with annual sales of $1 billion spends 25,000 person-days per year on planning and measuring performance. However, the upper 25 percent in terms of budgeting efficiency spend only about 6,000 person-days per year. Implementing a new software system can move average companies into the top quartile. At

Follow The Money
This article focuses on software tools to help answer the question: Where are IT dollars going? This article reviews the capabilities of several commercial products. At

Enriched Performance Data
ctivity-based management improves business performance management processes by providing insight into costs, but few companies are combining the two disciplines. Here's why. At

Spreadsheet Hell
CFOs are interested in the many new technologies being pitched to them, but are they really trapped in spreadsheet hell? At

Winning the Battle of the Budget
World-class companies are adding significant value to the budget process through linkage with their long-range strategic plan and by focusing on bottom-line performance. At



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