Organizations that obtain the maximum benefit from their IT investments recognize that,
today, most IT investments involve not just technology but business change as well. They are
really business investments with a technology component. Success with IT value management
starts with joint accountability between IT and business managers. However, the majority
appear to be using standard financial measures such as ROI, net present value (NPV), internal
rate of return (IRR), or similar metric. While this is certainly an improvement over not
measuring anything, exclusively using financial measures has serious flaws. A number of IT
value methodologies that were developed during the past few years and employed in actual IT
investment analysis such as the Business Value Index (BVI), Total Economic Impact (TEI),
Val IT and Applied Information Economics (AIE). All four methodologies provide a set of
tools to help organizations more accurately predict returns from their IT investments and
overcome many of the weaknesses in using simple financial metrics. Measuring the value of
IT-enabled business change will be critical to almost every organization as technology
becomes embedded in virtually every business process. The most important IT tool in
companies is the integrated information systems including the standard ERP, hardware,
communication networks and the human resources as users. The selection and implementation
of ERPs are very important and long term decision making. Supporting the evaluation of ERP
in its life cycles decision tools were developed by our research work. These tools are the
Services assisting pre-selection (ERP-Select), Decision supporting tool capable of evaluating
ERP (ERP-Compare), Decision supporting tool (ERP-Eco) developed for the evaluation of
economic value of ERP
