Nothing, it seems, has been talked up more often in the technology acquisition process than "getting ROI" on a system or application. If this was true a decade ago, it's doubly so today, when not-too-distant memories of failed projects and the diminishing specter of the dot-corn's worst excesses can still can bring a shudder. Return on investment is typically presented as an obvious "must do," even if the numbers generated from the exercise seem dubious to everyone involved. This is because while the use of some applications or architectures have "no brainer" written all over them, others require in-depth consideration of business scenarios—and existing processes— to discover untapped opportunity or hidden costs. But the idea of applying numbers to scenarios? It can seem a little improvisa-tional if not fictitious.
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