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While consulting for a large company’s information technology (IT) department, I was asked to help find a way to better manage the various IT projects that were spread among all of its business units. The executives wanted me to research tools that would help them prioritize the projects so they would know which ones were healthy contributors to the corporate strategy and which ones could be axed. The market in which they were selling their products was slowing down, and they wanted to centralize corporate governance and trim unnecessary IT projects. Because they also knew that some IT projects were critical to the growth and ongoing operations of the company, they couldn’t simply eliminate a random sampling.