In most of the large companies IT project prioritization process is designed based on principles of evidence-based management. The authors investigate a case of IT project prioritization in a financial institution, and in particular, how managers practice evidence-based management during this process. They use a rich dataset built from a longitudinal study of the prioritization process for the IT projects. Their findings indicate that managers reach a decision not only by using evidence but from the interplay between the evidence and the judgment devices that managers employ. The interplay between evidence and judgment devices is manifested in three ways: supplementing, substituting, and interpreting evidence.