In IT governance, who typically prioritizes and decides which systems development projects should start first?

Introduction / Context:
Organizations face more candidate projects than they can fund. Effective portfolio governance is needed to maximize strategic value, manage risk, and align limited resources. A cross-functional steering committee is the typical body that evaluates proposals and sets priorities for systems development starts.

Given Data / Assumptions:

• Multiple projects compete for budget, talent, and calendar windows.
• Enterprise objectives, compliance duties, and operational risks must be balanced.
• Transparent, accountable decision-making is required.

Concept / Approach:
The steering committee, composed of business executives and IT leadership, applies selection criteria (strategic alignment, regulatory deadlines, ROI, dependencies, capacity, and risk) to approve, defer, or cancel initiatives. It owns the portfolio roadmap and ensures that benefits realization is tracked after launch.

Step-by-Step Solution:

Verification / Alternative check:
If decisions affect enterprise-wide trade-offs (not just a single team), they belong to a governance body rather than an individual author or librarian. This confirms the steering committee as the correct answer.

Why Other Options Are Wrong:

Common Pitfalls:
Allowing loudest-voice prioritization, skipping benefits tracking, or ignoring dependency constraints leads to churn and wasted spend.

Final Answer:
Steering committee (executive governance body).