Boost the Chances of IT Budget Approval (continued)
A continuous and iterative dialog between the CIO and the IT and business managers helps articulate underlying budgetary considerations and head off unpleasant surprises. An unexpected bonus: While some of the ideas brought forward may not come to fruition, discussing them enables everyone to have a better understanding of the organization's financial situation and to move a step closer to learning what is likely to be approved, says Noell.
For example, finances may not be the deciding factor in okaying an IT project. "For me, dollars are not the only thing that must be budgeted. For every request, I have to factor in any new project's impact on our departmental focus," says Verde.
If your proposal is truly based on a strong business argument that addresses upper management concerns, it is more likely to be included in the budget without delay. But even if it gets shelved, a well-researched approach may make future budget requests more successful. "Clear-cut, bottom-line thinking -- the slam-dunk case to save money or improve how we can serve our customers -- wins every time," says Verde. "Back up the case with hard facts and prove the results afterwards, and future requests will likely be met with less resistance."
About the Author
Pam Baker is the author of six books and numerous articles for national and international media such as CIO Today, Institutional Investor, Wireless IQ and Knight-Ridder/McClatchy newspapers.
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