In the past decades, the business world has watched Information Technology (IT) take on an increasingly central role in practically every organization.  This process has been slow at first, but with stunning speed in recent years. Nearly all organizations, across industries and around the world, now rely on IT for the operation of fundamental business processes and fast communication with their business partners across the globe. But among the most critical issues that each company is facing today is the complex issue of IT decision-making process. In today's world, corporations cannot just look at implementing the latest technology and have the guarantee that that will lead them to success. This issue is very complex and requires a detailed analysis on how IT managers can avoid mistakes and project failures by taking into account all relevant factors that can influence the decision making proves and therefore the result. There are a lot of very important factors that influence corporations in their IT decision-making process. These factors are of political nature, which include decisions based on corporate partnerships, preferences, personal interests and price as well as the socio-technical matter, which includes the interaction between humans and technology. The latter is a very important factor to consider because as past studies have shown, it is not just the technology that is used that will bring the success of a project but the people or the human interaction that decides which technology will be best and will succeed. A well-balanced combination between all political factors as well as the socio-technical interaction will result in a successful IT decision-making process that corporations are facing every single day. But how do they cope with it and what is the proper approach to tackle this almost impossible task of making the correct decision that will bring the success that is expected? It is obvious that corporations are trying to reduce their costs of IT by not only outsourcing their technology and IT work to cheaper countries, but also implementing new technologies which in the long run will result in less costs but more efficient work processes. One very common way to reduce technology costs is to standardize hardware and software as much as possible. But in many corporations or institutions it is very hard, if not almost impossible to standardize on one platform or configuration. But arbitrary configurations and heterogeneity may result in higher support costs and thus be a false economy. In order to tackle this technology issue, CIO's have to make sure that no matter how efficient technology investments are, each technology purchase is a strategic decision that must balance price vs. performance, obsolescence, and current vs. projected markets and priorities (Nelson, K. & Davenport, 1995). Understanding the real costs and benefits of technology is essential when dealing with this task. In many cases the costs and benefits are hidden or indirect, as technology will involve a combination of one-time and variable length recurring costs. A major factor that many corporations and institutions have not accomplished is  planning Life-cycles for computers, software, servers, and networks (McCandless, 1995). The reality is that technology engineering and support are a combination of direct and indirectly-related investments that must be understood and planned for (Oberlin, 1994). Besides the costs and benefits that need to be considered when making IT decisions, one has to add to it the instructional development, training and incentives. Technology upgrades or technology implementation will not accomplish its mission if the end-users or administrators do not use them efficiently. For this, proper instructional trainings and business practices need to be set and adhered to. Highly trained users need less technical support, can work more efficiently and are less likely to cause technology failure or security breaches. These are the main reasons why training should be implemented and considered in the IT decision making process - and it is one way to justify training costs (Committee on Applications and Technology, 1993). But no matter how good these training and technology costs are integrated while making decisions on what technologies should be implemented, there are two additional factors that should be considered. The first one is external knowledge. Although a corporation might have a well experiences CEO and professional IT managers, they might not be aware of all possibilities or all technologies. Also, their decision making process might be influenced by corporate politics and strategies, which might not always be positively affecting the decisions. Assessments and recommendations from outside consultants can provide a third eye perspective to a given problem, allowing for an unbiased thinking and solution finding process. Questions such as "which technologies are necessary" or "how will technology affect both technical and no technical jobs" can be answered completely different by an outside source rather than someone who has been an IT manager in the company for several years. A third opinion should always be considered to allow for different perspective and reconsider the existing decision or decision-making process (Nelson, K. & Davenport, 1995). The last important factor to consider is probably one of the most important ones and that is the human interaction with technology or the socio-technical impact. Each corporation or department should take the time and find the resources to initiate an internal meeting or committee, which will discuss and plan technology implementation from an internal perspective. This approach, which should be conducted separate from a consultant analysis, allows the committee not only to explore the various objectives and approaches to technology organization but also allow them for free thinking, which can lead to innovation. It also allows for a realistic and hands-on view of what impact new technologies will or might have on the department and each individual user. These solicited ideas and opinions from the department or end-users not only facilitate and improve communication between the group and the corporate decision makers, but also guarantees at least a certain level of success after project implementation  - if the committee opinions have been used during the decision making process. Technology by itself does not guarantee a success and therefore the human factor, interaction or opinion is very much needed in the decision making process. Implementing the latest technology that is not user-friendly, requires extensive training or does not reflect the real daily business processes will not be used and therefore can only lead to a failure. This internal committee, together with IT management will have an opportunity to establish technology priorities, increase efficiency, and achieve the best return on investments. In addition to that the corporation will also have a very unique opportunity to provide improved end-user service (Nelson, K. & Davenport, 1995). Implementing the users in the decision making process by requesting feedback or comments will not only bring success, but also encourage staff to learn and use basic technologies needed in today's business environment and their disciplines and roles and allow them to be involved by promoting and supporting the implementation of user-friendly applications of technology in their daily working environment. As the work environment and business needs are constantly changing and yesterdays requirements might be old today, it is important to rapidly move forward with technology planning and implementation, while taking immediate action. To keep ones corporate strategy and business advantage over ones competitors, some fundamental issues and problems cannot afford to wait and decisions must be made without bias, fast but still supporting the corporation's growth. More than ever, CIOs are being asked to contribute actively to business growth, competitive differentiation and innovation. With its central role in the organization, IT has the power to drive new levels of productivity; enable novel, forward-thinking business models and allow people to communicate with increasing speed and convenience across long distances. And this requires sound and successful decision making process at all stages. In order to accomplish that and support the corporation fulfilling its goals, the only way to be able to make the correct and unbiased decisions is to use all possible resources available (IBM Global Services 2006). Main resources, as discussed in this paper is the financial sector based on costs and profits, the use of external consultants to gain a different perspective on how to approach an issue as well as the interaction with the staff and end -user who in the long run will make the IT implementation a success or a failure. As a central role within a corporations CIO foster organizational excellence and strong relationships across the enterprise as well as individual departments. This is best accomplished by delivering projects on time and on budget, making the correct decisions, implementing the technologies that are user-friendly and providing adequate training in order to realize their business value. Meeting this objective will motivate both business, IT and IT end-users to forge a shared IT vision, strategy and tactical objectives. This, in turn, leads to quality solutions, based on sound decisions, which strengthen the overall organization, continue strengthening relationships as well as supporting corporate goals (Cramm, 2006).