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Computerworld - Certain stages of Harrah's project process include key questions to keep projects on track. Here are a few of them:

Portfolio planning

• What is the business strategy?


• Are we aligning the IT execution with the business strategy?


• Are our objectives (revenue growth, cost reduction, new business channels, new markets) balanced?


• Are we advancing our enterprise architecture product strategies while delivering value for the business?


• What are our priorities within and across business units?


• Does IT have the resources to deliver?


• Are there opportunities to replace or retire systems?

Business unit governance

• Are we delivering the right value within a functional area and is it consistent with our multiyear road map?

Business case development

• Can the proposed investments clear our internal benefits hurdles?

Approval

• Are we managing and maximizing value across the entire business?


• Does the project clear financial hurdles?


• Are approved, ongoing and completed projects all delivering the expected benefits?

Delivery

• Are we making success repeatable by building on our enterprise architecture platform, improving delivery performance and developing people through rotations?


• Are we delivering increasing value by improving efficiencies and speed to market while reducing costs through reusability?

Value measurement

• Are we delivering measurable value consistent with the base business case?


• How will the results of our investments inform future decisions?

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