In this article, Rick Freedman explains the value of a disciplined portfolio management process. This discipline helps deliver the right projects and fulfill strategic goals, two elements that not only support business alignment, but also the trust required for IT to become a strategic asset to the whole organization. Freeman explains how Intel uses a rigid series of reviews to determine business value, and the benefits achieved through such a thorough evaluation: Apart from the obvious benefit of getting value for money expended on IT, Intel was driven to adopt this rigorous approach in response to more subtle factors, specifically, the desire to change the mindsets of the IT department and the customer community that IT is a value center rather than a cost center. Intel was wise enough to recognize that the traditional metrics such as uptime and service call response time, while useful for driving operational and process improvement, didn’t respond to the customer’s biggest question, “How do I ensure that IT is a competitive differentiator and a value-add?” What we learn from Intel’s example is what good results can come from patient examination and regimented evaluation. Instead of getting through a project only to find it’s no longer supported by the client stakeholders, you can rest assured (with proper review) that the work you’re doing is the work you should be.