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Volkswagen of america-managing it priorities

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Reference no: EM133152511

In the "Volkswagen of America: Managing IT priorities" case, is a structured project prioritization process meaningful in todays environment of IT? How does "aligned and controlled" conflict with "innovative and agile"? Should all projects be subject to the same selection rigor? Should Matulovic accept "exceptions and stop being a "roadblock"? What are the potential implications of interjecting new initiatives?

Reference no: EM133152511

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