First, keep the process program-driven and never lose sight of the program goals and outcomes. That baseline may seem high, but it is often a cold reflection of the true cost of doing business. While there are no good rules of thumb on what program outcomes should cost, it is possible to develop internal measures for comparison. Where technology costs are too high in relation to the impact of the proposal and in comparison to similar projects, program officers can counsel the grantseeker to reduce the scope of the technology in the same way that they recommend adjustments in any proposal. The most significant success indicator is an organization's prior experience with technology.
Innovations built on experience are more likely to work than new initiatives.
Organizations that are familiar with the problems being addressed and how the technology tools fit into the solution typically do a better job. New applications of technology to nonprofits carry an increased risk of failure. Benchmarks cannot be established unless risks are taken. Third, look for problem signs that the agency is trying to solve fundamental management problems with magic computer pills. Advertisements would have us believe that business problems can be solved with the purchase of hardware and software.