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Investigating a Process Approach on Business Cases: An Exploratory Case Study at Barco

Investigating a Process Approach on Business Cases: An Exploratory Case Study at Barco

Kim Maes, Steven De Haes, Wim Van Grembergen
Copyright: © 2013 |Volume: 4 |Issue: 2 |Pages: 17
ISSN: 1947-9611|EISSN: 1947-962X|EISBN13: 9781466633827|DOI: 10.4018/ijitbag.2013070103
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MLA

Maes, Kim, et al. "Investigating a Process Approach on Business Cases: An Exploratory Case Study at Barco." IJITBAG vol.4, no.2 2013: pp.37-53. http://doi.org/10.4018/ijitbag.2013070103

APA

Maes, K., De Haes, S., & Van Grembergen, W. (2013). Investigating a Process Approach on Business Cases: An Exploratory Case Study at Barco. International Journal of IT/Business Alignment and Governance (IJITBAG), 4(2), 37-53. http://doi.org/10.4018/ijitbag.2013070103

Chicago

Maes, Kim, Steven De Haes, and Wim Van Grembergen. "Investigating a Process Approach on Business Cases: An Exploratory Case Study at Barco," International Journal of IT/Business Alignment and Governance (IJITBAG) 4, no.2: 37-53. http://doi.org/10.4018/ijitbag.2013070103

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Abstract

Strategic information technology (IT) enabled investments are among other types of IT investments, characterised by the highest level of uncertainty and the highest potential for value creation. They are often associated with product/service innovation, new business models or an enterprise-wide transformation (e.g. Enterprise Resource Planning (ERP) investment). Although these may deliver operational excellence and a competitive advantage, it is a risky endeavour with high failure rates. One of the critical factors to achieve a successful outcome is to develop a sound business case. Many organisations perceive a business case as a valuable instrument for investment justification and decision-making, yet other organisations still do not develop a business case due to insufficient knowledge. In response to this knowledge gap, Ward, Daniel, and Peppard (2008) designed a business case development process that ends on investment approval. Others scholars however call for a continuous usage of business cases throughout the entire investment life cycle. The present research responds to this call with an exploratory case study in order to identify multiple business case tasks that complement the process of Ward et al. (2008). The paper starts with a description of background literature on what constitutes a business case whereof the authors derive a new definition. The authors then set the context and structure for an initial business case process based on the contribution by (Ward et al., 2008). The findings of the exploratory case study and the initial business case process are discussed.

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