Building Better Business Cases

for IT Investments

Professor John Ward

Cranfield School of Management
Cranfield University
Bedford MK43 0AL
United Kingdom
Phone: +44 (0)1234 751122
Email: [email protected]

Professor Elizabeth Daniel

Open University Business School
Walton Hall
Milton Keynes
United Kingdom
Email: [email protected]

Professor Joe Peppard

Cranfield School of Management
Cranfield University
Bedford MK43 0AL
United Kingdom
Phone: +44 (0)1234 751122
Email: [email protected]

John Ward is Professor of Strategic Information Systems at Cranfield School of

Management.

Elizabeth Daniel is Professor of Information Management at the Open University

Business School.

Joe Peppard is the Professor of Information Systems at Cranfield School of

Management where he is also Director of the Information Systems Research Centre.

Submission to
California Management Review
September 2007
 BUILDING BETTER BUSINESS CASES FOR IT INVESTMENTS

Abstract
While most organizations today demand a robust business case justifying investments
in information technology (IT), our research, which includes a survey of over 100
organizations, indicates that few organizations are satisfied with their ability produce
such a case. In particular, they are concerned about identifying and quantifying the
expected benefits. Surprisingly, many organizations don’t demand rigorous evidence
to support their investment – which is perhaps why in many cases benefits are
overstated in order to gain approval.

We present an approach to building a business case that differs from conventional

approaches in that different types of benefits are recognised, measures are identified
for all benefits and evidence is sought for the size or magnitude of the benefits. A
benefit owner is also identified for each benefit, to ensure commitment and aid benefit
delivery. Benefits are explicitly linked to both the IT and the business changes that are
required to deliver them and responsibilities are also identified for making these
business changes.

The wider role for the business case is also discussed. Traditionally, the main purpose
in building the business case for an IS/IT project has been to obtain approval for the
financial spend. However, a comprehensive and robust business case is also
necessary to: enable priorities to be set among different investments for funds;
identify how the combination of IT and business changes will deliver each of the
benefits identified; ensure commitment from business managers and importantly to
create a basis for review of the investment when it is complete.

Overall, the findings of our research show that organizations which adopt our
suggested approaches to building a business case are more successful in delivering
value from their IT investments.

KEYWORDS: IT investment, business case, investment appraisal, benefits management

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Studies continue to show that investments in information technology are failing to

deliver expected benefits. The ‘success-rate’ seems to have been stuck at around 30%
for many years, although some recent studies suggest that even this low figure may be
too optimistic.1 What is not clear from the many studies that suggest these low success
rates is whether the benefits claimed in the business case were ever actually
achievable. Although implementation issues frequently reduce or eliminate the
achievement of the intended benefits, our research suggests that the benefits expressed
in the business case were often never achievable in the first place. These benefits
were either exaggerated to obtain funding2 or there was insufficient understanding of
the business changes needed to realize these benefits.3 As part of our ongoing research
to understand how organizations can increase the business value delivered from
investments in IT (see Appendix 1 for details of this research), we recently conducted
a survey of over 100 European organizations4, to explore their approaches to building
a business case and how these were related to the overall success of their IT
investments.

What we found was that developing a business case for IT investments is now
common practice, with 96% of respondents reporting they are required to produce
some form of case when seeking approval for IT spend. In addition, 68% indicated
that they viewed developing such a case as an important part of delivering value from
IT investments. However, despite it being common practice, 65% of the
organizations surveyed indicated they are not satisfied with their ability to identify all
the available benefits with 69% reporting that they do not adequately quantify and
value the benefits for inclusion in the business case. Perhaps most worryingly, 38%
of the respondents believed their current approach led them to frequently overstate the
benefits in order to obtain funding. Other research suggests that management do not
demand rigorous evidence to support major investment decisions anyway5, which can
lead to ‘delusional optimism’ due to an overestimation of the benefits and
underestimation of the costs of achieving them’.6

Given that prior research has found that disappointment in IT projects is more often
related to the expectations established at the outset, than events that occur during the
project7, the over-inflated benefit figures in business cases are likely to perpetuate the
reported low success rates. Overall, as a result of this combination of challenges and
issues, 64% of the respondents to our survey believed that the problems in
constructing a convincing and robust business case reduced the interest and
commitment of senior management to ensuring the investment is successful.8

In this paper we present an approach to developing a business case that is based upon
a rigorous and systematic exploration of the benefits that are expected from the
investment. Whilst many organizations would describe their business cases as being
based upon the expected costs and benefits of the investment, the approach we
describe here differs from most business cases we have seen in the following ways:

• Different types of benefits are recognised - the focus is not solely on financial
benefits
• Measures are identified for all benefits, including subjective or qualitative
benefits
• Evidence is sought for the size or magnitude of the benefits included

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• A benefit owner is identified for each benefit – to ensure commitment and aid
benefit delivery
• Benefits are explicitly linked to both the IT and the business changes that are
required to deliver them – this ensures a consideration of how the business
case will be realised is also included
• Owners are also identified for the business changes – in order to ensure they
are completed and result in benefit delivery.

The Role of the Business Case

Traditionally, the main purpose in building the business case for an IS/IT project has
been to obtain funding approval for the financial spend. However, in addition to
obtaining funding for the IT investment, a comprehensive and robust business case is
also necessary:

• to enable priorities to be set among different investments for funds and

resources
• to identify how the combination of IT and business changes will deliver each
of the benefits identified – a benefit realization plan
• to ensure commitment from the business managers to achieving the intended
investment benefits, and importantly
• to create a basis for review of the realization of the proposed business benefits
when the investment is complete.

While over 75% of the respondents in our survey agreed with these additional motives
for developing business cases, less than 40% were satisfied that their approaches
adequately address them.

When the sample of respondents was divided into more successful (defined as more
than 50% of their projects deliver the expected benefits and senior managers are
satisfied with the value delivered from IT) and less successful (defined as less than
50% of projects deliver the expected benefits and senior managers are unsatisfied with
the value delivered from IT) there were marked differences in the approaches taken to
developing and managing business cases. The two groups were of nearly equal sizes
– 46% were in the more successful category and 54% in the less successful – so that
in the discussion below we are able to identify which approaches are associated with
greater levels of success.

The Dangers of a Purely Financial Focus

Many organizations have a strong or even exclusive focus on the financial returns
from their information systems and technology investments.9 While the aim of any
business case should be to express as many of the benefits as possible in financial
terms, an exclusive focus on such benefits can result in a number of issues, for
example:

• ‘creative’ calculations of financial benefits based on inadequate evidence

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• making unrealistic assumptions that enable sufficient financial benefits to be

claimed to provide the necessary return in relation to the costs
• only declaring enough of the available financial benefits to offset the expected
cost of the technology
• lack of innovative uses of IT since the financial benefits of innovation are likely to
be less certain
• a focus on purely efficiency gains from IT, which improve individual processes,
but often at the expense of overall organizational effectiveness
• minimising the costs of the technology either by reducing functionality, especially
that which is not deemed immediately essential (e.g. integration of processes or
information resources)
• understating the organizational costs of implementation, such as process redesign
and training.10

From the results of the survey and our experience of working with a diverse range of
organizations over the last decade, we would argue that organizations should seek to
formulate business cases that include a wide range of benefit types, not only those that
can be ascribed a financial value. Whilst senior managers are often only interested in
the financial benefits, many of the other stakeholders, such as the staff within the
organization, are often more interested in the softer or more subjective benefits.

Building the Business Case

From our research and work with management teams in a wide range of organizations
in both the private and public sectors, we have developed a six-step approach to
building more rigorous and robust business cases.

Step 1: Define Business Drivers and Investment Objectives

A convincing and robust business case should start with a statement of the current
issues facing the organization that need to be addressed – the business drivers. Senior
management and others within the organization will quickly recognise these issues
and will be looking for ways to deal with them. The business case should then clearly
state what the proposed investment seeks to achieve for the organization – the
investment objectives – in a way that shows it can clearly address some or all of the
business drivers. Drivers can be both external and internal. For example a mobile
phone company (see Box 1 for more details) was experiencing increased customer
defections, due to a combination of service failures and the extended product and
service offerings of competitors. At the same time, its strategy was to differentiate
itself on the quality of service rather than compete on price, but it was suffering a
lower than expected take up of its new services. It decided to invest in improving the
operations of its call centre to reduce customer problems and enable operators to
increase sales of the new services to existing customers.

The objectives set for the project were to: significantly improve the services provided
by the call centre and reduce service failures; increase the take up of new services and
collect customer profiling information to target new services better. This was intended

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to be achieved without increasing the number of staff in the call centre through
improved efficiencies in call handling.

Step 2: Identify Benefits, Measures and Owners

Having agreed the investment objectives of the investment, it is then necessary to

identify the expected benefits that will arise if the objectives are met. Investment
objectives and benefits differ in the following way: investment objectives are the
overall goals or aims of the investment, which should be agreed by all relevant
stakeholders. In contrast, benefits are advantages provided to specific groups or
individuals as a result of meeting the overall objectives. Provided the benefits to
different groups or individuals do not give rise to conflict, there is no need to agree
them. Additionally, for most investments, meeting the investment objectives will
provide advantages or benefits to a number of different groups or individuals, hence
whilst an investment is likely to have three or four objectives, it may well give rise to
many more benefits. For example, a major UK supermarket chain we worked with
developed a new electronic point of sale (EPOS) system. This provided management
and merchandisers within the chain with the benefit of being able to monitor near
real-time sales. Staff working at the check-outs did not see this as a benefit to
themselves, but the new system was considerably easier to use, which they did view
as a benefit. Finally, the customers were not aware of either of these benefits, but did
benefit from both improved product availability and reduced check out times, the
latter of which resulted in shorter queues.

Once the expected benefits from the investment have been identified, it is then
important to add two essential pieces of information to each benefit: firstly, how the
benefit could be measured and secondly, an individual who will be the owner of the
benefit. Identifying how the benefit could be measured will often increase the
precision about what was meant by a particular benefit. For example ‘increase in
sales’ may have been identified as an expected benefit. However, in considering how
this may be measured, and in particular, differentiated from the sales that would have
been made anyway without the investment being considered, it is clear that the benefit
should be expressed more precisely. If the investment would result in a new product
or service, or if it would increase sales to a new customer segment or geographic
market, then the expected benefit should be re-worded accordingly and the measure
set as ‘sales of new product or service’ or ‘sales to the target segment or market’.

An owner should also be assigned to each benefit. This owner should be an

individual who gains the advantage inherent in the stated benefit, and is therefore
willing to work with the team undertaking the project to ensure the benefit is realised.
This may either be personally or through the resources and influence that he or she
has. A benefit owner cannot necessarily be described as ‘making the benefit happen’
or ‘being responsible for delivery of the benefit’, since, as will be discussed later,
realisation of the benefit may rely on changes to business practices or ways of
working that is outside their control or influence. But it is his or her job to provide a
‘value’ for that benefit in the business case and to ensure a plan is in place which will
ensure it is realized. The more successful organizations in our study were twice as
likely to assign ownership of the benefits and develop specific benefit realization and
organizational change plans, compared with the less successful. Making individuals,

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particularly senior managers benefit owners not only builds commitment to the project
but also demonstrates the importance of the investment, adding to the weight of the
business case.

Step 3: Structure the Benefits

Figure 1 shows the framework we suggest for structuring the benefits expected from
meeting the investment objectives. This framework seeks to differentiate or structure
these benefits according to two factors: the type of business change that gives rise to
the benefit and how much is already known or can be determined about the benefit
before the investment is made - the degree of explicitness. Each of the benefits
expected from the investment should be placed within one column and one row of the
framework, resulting in spread of benefits across the framework. This clearly shows
the mix of financial and more subjective benefits and the types of business changes
necessary to deliver these benefits. A fuller definition of the dimensions of this
framework are discussed below.

We have found that the use of this framework for structuring the benefits, rather than
simply compiling a list of benefits as found in most business cases, encourages greater
discussion and evidence gathering about the expected benefits, producing a more
robust business case. Use of this same framework across all business cases also
enables comparison across investments and assists prioritisation. Using the
framework is described in Steps 4 and 5.

Degree of Do New Do Things Stop Doing

Explicitness Things Better Things

Financial

Quantifiable

Measurable

Observable

FIGURE 1 Framework for developing a business case

Step 4: Identify Organizational Changes enabling Benefits

The first stage of using the suggested framework is to classify each expected benefit
according to the main type of change that will be needed to realize it, as shown in the
columns in Figure 1. It may seem simplistic to relate each benefit to one of only three
causes, but benefits arise because:

1. The organization, its staff or trading partners can do new things, or do things
in new ways, that prior to this investment were not possible, or

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2. The organization can improve the performance of activities it must continue to

do, i.e. doing things better, or

3. The organization can stop doing things that are no longer needed to operate the
business successfully.

Identifying the changes necessary to deliver some benefits may be straight forward.
For example, many organizations now provide their internal telephone directory via
their intranet or portal. In justifying such a development, one benefit would be they
could stop printing and distributing the paper directory. The cost savings from this
would be shown in the ‘stop doing things’ column. However, in other cases the
necessary business changes may be less obvious. In such cases we would suggest that
a Benefit Dependency Network is developed before a business case is prepared.11
This network enables both the IT and changes to working practices and processes
necessary to deliver each of the benefits to be identified and agreed. An important
step in developing a Benefit Dependency Network is the identification of change
owners. In a similar way to the identification of benefit owners, a named individual
should be made responsible for each of the changes that have been identified. Again,
this helps to build commitment to the investment and also shows, not only what the
investment is likely to yield has been considered, but how it can be achieved.

In our experience, senior management are likely to be more interested in the benefits
which enable new activities or innovations, or those that stop wastage, rather than ‘do
things better’ benefits. For example, a public sector healthcare organization in the UK
was required to deploy systems to allow patients to select and book appointments that
were convenient to themselves, rather than simply be sent an appointment date and
time by the provider. At first senior management viewed this as simply a better
approach to scheduling and did not get involved, until they realised it could be used to
do new things such as attract patients from outside their area.

Step 5: Determine the Explicit Value of each Benefit

Having identified a column for each benefit, it is then necessary to assign each benefit
to a row of the framework shown in Figure 1. Figure 2 describes the degree or levels
of ‘explicitness’ of each row, which are based upon the ability to assign a value to the
benefit from information that is known already or can be determined before the
investment is made.

An important feature of locating benefits in the rows is the provision of evidence.

Each benefit should be initially allocated to the observable row. Evidence should
then be provided, by the benefit owner, to move it to the rows above, which represent
increasing levels of explicitness and knowledge about the value of the benefit.

Observable benefits. These are benefits which can only be measured by opinion or
judgement. Such benefits are also often described as subjective, intangible or
qualitative benefits. Whilst such judgements are perfectly acceptable, to ensure that
‘the goalposts are not moved’ after completion of the project a clear statement of the
criteria to be used to assess achievement, and also who is qualified or appropriate to
make the judgement should be agreed at the outset of the project.

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Degree of Do New Do Things Stop Doing

Explicitness Things Better Things

By applying a cost/price or other valid financial formula to a

Financial
quantifiable benefit financial value can be calculated.

Sufficient evidence exists to forecast how much

Quantifiable
improvement/benefit should result from the changes.

This aspect of performance is currently being measured or an approp-

Measurable riate measure could be implemented. But it is not possible to estimate
by how much performance will improve when changes are completed
By use of agreed criteria, specific individuals/groups will decide, based
Observable upon their experience or judgement, to what extent the benefit has
been realised.

FIGURE 2 Classifying the benefits by the degree of explicitness

Such judgement by experienced and relevant people is often the only way of
determining whether many of the ‘softer’ benefits, such as improved staff morale or
customer satisfaction, have been realized. However, if these have been tracked for a
period of time through surveys and the issues that the investment addresses can be
isolated, it may be possible to actually measure, rather than merely judge the benefit.
Whilst such benefits, even in total, are unlikely to be sufficient to argue the
investment case, they should not be ignored or trivialised. They may accrue to large
numbers of stakeholders, whose change in behaviour is essential to the realization of
the more substantial organizational benefits. For example, in the introduction of new
EPOS systems in the supermarket chain discussed previously, although the main
financial benefits were due to the information it would provide on stock movements,
the reduced queue lengths were seen as an important benefit by the check-out staff.
This benefit made the thousands of staff involved positive about the introduction of
the new system, despite the disruption to work patterns that would occur during the
changeover.

Measurable benefits. These are defined as benefits where there is already an

identified measure for the benefit or where one can be easily put in place. This allows
current performance to be determined as the baseline prior to the investment.
However, importantly, it is not possible to estimate how much performance will
improve when the investment is completed.

Wherever possible existing measures should be used, and particularly when they are
part of the organizational performance measurement system or its KPIs (key
performance indicators), since this ensures that achieving the benefit is seen as
integral to delivering the business strategy. It will also mean that the current baseline
is already known. If however, no relevant current measurement exists, a decision has
to be made as to not only what measure is appropriate, but also whether the effort
required to establish the measure is worthwhile in relation to the significance of the
benefit. If it is deemed too difficult or expensive to set up a measure then the benefit
should be ‘relegated’ to observable and suitable subjective criteria for evaluation
identified.

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Quantifiable benefits. Like measurable benefits, quantifiable benefits are ones where
an existing measure is in place or can be put in place relatively easily. However, in
addition to being able to measure performance before the investment is made, the size
or magnitude of the benefit can also be reliably estimated. Since this inevitably
involves forecasting the future, the challenge for quantifiable benefits is to find a
ways of doing this as robustly as possible. A number of approaches to overcoming
the quantification problem are discussed below. In our experience, one of the
weaknesses of many investment cases is the lack of evidence provided to substantiate
any assumptions made in quantifying the benefits. Without legitimate quantification,
it will be difficult, if not impossible to agree a realistic financial value. Hence the
step between measurable and quantifiable is the most critical in converting a
qualitative argument to a sound economic case for investment.

In our survey, over half the more successful organizations believed they adequately
quantify the benefits, whilst less than 15% in the less successful group believed they
do this satisfactorily. More worryingly, over 50% of the less successful organizations
admit to often overstating the benefits to gain funding, whilst only 20% of the more
successful group do so.

Financial benefits. These are benefits that can be expressed in financial terms. A
benefit should only be placed in this row, when sufficient evidence is available to
show that the stated value is likely to be achieved. Hence all financial benefits should
be the result of applying a financial value or formula to a ‘proven’ quantifiable
benefit. The financial benefits can then be combined to calculate an overall financial
value of the investment, rate of return or payback. Whilst these techniques are well
known and well used, there is only value in them if the underlying data on which the
financial calculations are based are reliable and can be verified.

Ways of Overcoming the Quantification Problem

There are a number of ways that evidence can be gathered to enable the measurable to
quantifiable ‘barrier’ to be bridged, as illustrated in Figure 3. The five approaches to
gathering evidence shown in the circles in Figure 3 are primarily aligned to the
column in which they tend to be most useful. However, each approach can be used
with benefits in other columns.

Detailed Evidence and Modelling or Simulation

If a benefit results from stopping doing something the organization no longer needs or
wishes to do, then the size of the expected benefit can usually be estimated from
existing internal data or evidence. It is often important to establish evidence over a
relevant time period, such as a year or through a peak in the trading cycle, however, it
may only be necessary to sample the data to find sufficient representative evidence
from which the overall value can be extrapolated.

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Degree of Do New Do Things Stop Doing

Explicitness Things Better Things

Financial

Quantifiable
External Detailed
Reference Modeling or
Pilot Bench- Evidence
sites Simulation
marking (internal)
Measurable

Observable

FIGURE 3 Converting measurable to quantifiable benefits

Internal data on its own may not be enough to determine how performance will
improve when the new IT capability and associated business changes have been
completed. In such cases, modelling can be useful. A police force with whom we
were working was interested in introducing a new crime and incident recording
bureau. It was intended that both the public and police officers would report crimes
and incidents to the bureau ensuring a single source of complete information for all
future activities, such as investigation, resource allocation and reporting. However,
whilst they had existing data about crime and incident patterns, they did not know
how this would translate into calls to their bureau. Simulation software provided by
the vendor of the call centre system allowed them to model likely call patterns based
upon their existing knowledge of crime and incident occurrences.

Benchmarking and Reference Sites

Benchmarking is commonly used in a number of industries as the starting point for

improvement programmes. This can be a valuable approach to quantifying benefits,
in relation to ‘best practices’ in the industry, or in comparable processes in other
industries. For example, the time and cost taken to process loan and mortgage
applications or insurance claims are considered as competitive KPIs in the financial
services industry, whereas in other industries, such as electronics and
pharmaceuticals, time to market for new products are critical benchmarks.

Although benchmarking is helpful for identifying potential improvements to

established processes and practices, for obvious reasons it is less useful when trying to
quantify the benefits from innovations. Unless the innovation is the first of its kind in
the industry, there should be some reference sites where similar changes have been
made or the technology is being used. Obviously care is needed to select relevant
implementations and to be able to compare not only how the technology has been
deployed, but also to understand the required business and organizational changes. It

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is also important to understand where the reference organization started from, in

performance terms, to be able to assess how much of the improvement they have
achieved is relevant and feasible. Where organizations believe they are achieving an
advantage from an innovation, it is unlikely that they will be willing to share all the
secrets of their success, so the information gained from reference sites has to be
treated with a degree of caution.

Pilot Implementations

Pilot implementations can be used to not only test the technology, but also to evaluate
the benefits that can be achieved from new systems and ways of working. To provide
the best evidence it is good to identify a comparable control group still working in the
old way. For example, when Thomson’s Holidays first introduced its online holiday
booking system into travel agents, it was able to compare very accurately the sales of
the selected pilot sites with a similarly representative sample of agents still making
bookings over the phone. The pilot was undertaken in a sample of agencies which
was selected to be representative of the range of different agencies that they operated.
The pilot was also run for several months, to ensure that improvements were genuine
and not just due to the initial enthusiasm of the staff in the agencies selected to take
part in the pilot. The 30% average increase in business handled by the pilot site
agencies was sufficient evidence to justify the major investment required for roll out
to all agencies.

It is interesting that, while the vast majority of all organizations in our survey
conducted pilots to help identify and quantify the benefits, only 24% of the less
successful companies use external evidence from reference sites and 16% of this
group used benchmarking, compared with 45% of the more successful organizations
using reference sites and 35% using benchmarking.

Step 6: Identify Costs and Risks

In addition to the benefits, a full business case must obviously include all the costs
and an assessment of the associated risks (see Figure 4). The majority of IT costs are
relatively easily calculated. However, the costs associated with making business and
organizational changes are less predictable and are usually either underestimated or
not included at all. In our experience it is the cost of these changes, particularly when
they affect a wide range of stakeholders that leads to the significant cost overruns
often reported for large IT investments. In spite of this, the nearly 60% of the survey
respondents believed they were generally good at estimating costs.

Once a total financial value of the relevant benefits has been determined and the
expected costs have been identified, a financial assessment can be made. Although the
majority of organizations perform some form of financial assessment on all IT
investments, that does not imply that the decision to invest is based exclusively on the
estimated economic return. The limitations of financial appraisal techniques are well
known and, given the many uncertainties of IT projects, even those organizations
which apply them rigorously appreciate that basing decisions solely on estimated
financial values will limit the types of business investments it makes.12

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1. Drivers for change giving rise to

2. Investment Objectives which result in
3. Benefits by and incur 4. Costs:
a) Purchases
b) Development
c) Infrastructure
Doing Doing Stop d) Business Change
New Things Doing
Things Better Things
e) On-going

5. Investment Risks:
a) Financial
b) Technical
c) Business and
Organizational Change

FIGURE 4 The complete business case

In terms of assessing the investment risks, there are well established ways of
estimating financial and technical risks.13 However it is often the willingness or
ability of the staff within the organization to make the business or organizational
changes that prevents the benefits from being achieved.14 This is where the
development of the Benefits Dependency Network provides a means of assessing
these types of risks, not just overall project risk but in relation to each benefit. By
considering the difficulty of making each change required to deliver a benefit, the
risks of not achieving the business case can be assessed. The value of the particular
benefit at risk will then suggest the importance of taking action to avoid or mitigate
the risk.

A worked application of the suggested approach, based on an actual investment by the

mobile phone company mentioned earlier, is shown in Box 1. The benefits framework
shown in the table is typical of many investments. It shows a full range of benefit
types, from observable through to financial. Whilst the senior managers involved
were keen to show that the financial benefits provided an acceptable return to the
organization, it was recognised that the observable benefits were those of most
interest to the hundreds of call centre staff that would be required to use the new
systems and adopt new ways of working, and whose buy-in was key to making the
investment a success. The benefits would result from a range of business changes,
from stopping doing things the organization wished to avoid, such as call backs to
customers due to service call failures, to doing new things, such as promoting their
new higher-value services during service calls. The case also demonstrates that it is
easier to put a financial value on things you are already doing and either wish to stop
or do better. It is however, harder to find a robust quantity or financial value for
benefits resulting from innovation.

Box 1: MobilePhone Co example business case

MobilePhone Co is a major global provider of mobile telephony services to both consumers and
businesses. Following an internal restructuring of their service and territorial divisions, the UK
consumer division wished to improve the service provided to customers and its ability to promote new

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network services and features to these customers. Excellent customer service was one of the few ways
the organization believed it could differentiate itself from its competitors in what is a very competitive
market. The organization had also invested considerable amounts in new network facilities, and
needed to increase the sales of higher end services in order to recoup this investment.

The major part of the service improvement and the promotion of the newer services would be achieved
by upgrading their call centre systems. Most service requests from customers came in via the call
centre. If the request could be dealt with promptly, it was hoped that the member of the call centre staff
could then discuss newer service offerings with customers. In addition to dealing with incoming
service requests, call centre staff would also make outbound marketing and promotional calls to
customers. A new customer profiling system would be employed to allow the service being promoted,
and the message used to be tailored to the perceived customer needs. Data would also be collected
from customers during service and promotional calls, and recorded in the profiling system in order to
improve future targeting and also to be able to develop new service offerings.

Business Drivers

Forces acting on the organization which require the company to develop the new call centre are:

External – mobile telephony services seen as indistinguishable, hence difficult to differentiate from
other players on brand alone. Price competition undertaken in past but difficult to sustain, hence
service seen as a point of differentiation.

Internal – High price paid for new mobile network services, need to recoup this investment through
increased customer take up of higher-end services.

Investment Objectives

The investment objectives were agreed as follows

1. To significantly improve the service provided to customers by the call centre and reduce service
failures
2. To increase take up of newer services e.g. mobile internet and data services
3. To collect customer profiling information in order to develop and target new services

Benefits

The benefits that will be realised by achieving these objectives are shown in the table below.

The total expected financial benefits amount to £1,805,000 per annum

Project Costs

Purchase of new call centre hardware & software: £250,000

Cost of Implementation Technical Consultants: £120,000
Internal Systems Development Costs (for configuration): £150,000
Infrastructure Upgrade Costs: £75,000
Business Change Costs: £270,000
Training Costs: £80,000
Total: £945,000

Net increase in ongoing systems support & licence costs: £80,000 p.a.

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Risk Analysis

The following risks are identified which could prevent the realisation of all or some of the benefits and
need to be addressed in the approach to managing the investment. Initial actions to address and
mitigate the risks have been identified and a Risk Review agenda item established for each project
management meeting.

Technical Risks: Complexity of the systems functionality

Number of system interfaces and systems being replaced

Financial Risks: Confidence in some investment costs – especially business change

Confidence in the evidence for some of the benefits
Business criticality of areas affected by the system

Organizational Risks: The extent of changes to call centre processes and practice
Limited existing change management capability
Call centre staff capability to promote more technical services
Customer willingness to share information for profiling purposes

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 Doing New Things Doing Things Better Stop Doing Things
Financial Benefit: Increased customer retention due to Benefit: Stop call backs to customers after failed
improved service provision service calls
Measure: Reduction in customer defections. Measure: Number of call backs. Number in previous
Avoided defections due to service failure= 1750 p.a. years = 1.5 million. Cost per call = £0.46 – saving
Cost per defection = £500 – saving of £875K p.a. £690K p.a.
Benefit Owner: Customer account manager Benefit Owner: Call centre operations manager

Benefit: 20% reduction in call servicing costs

Measure: Cost per service call. No of calls p.a. = 5.6
million, total servicing costs = £1.2 million – saving
of £240K p.a.
Benefit Owner: Tele-channel sales manager

Quantifiable Benefit: Eliminate call waiting times over 2 mins for

customers
Measure: Number of call currently waiting over 2
mins = 1.1 million
Benefit Owner: Call centre operations manager
Measurable Benefit: Call centre staff able to undertake sales Benefit: Customers not switching due to products and
calls/promote new services services of competitors
Measure: Number of sales calls per staff member or Measure: Number of defections due to offerings of
sales per staff member. Current value = 0, call centre competitors. Current number of customers switching
purely inbound service oriented. = 5500 pa
Benefit Owner: Tele-channel sales manager Benefit Owner: Principal product and service
manager

Observable Benefit: Call centre staff motivated by being trained Benefit: Ability to develop future services based on Benefit: Stop frustrated/rude customers due to service
about newer services customer data failure
Measure: Increased call centre motivation Measure: Quantity and quality of customer profile Measure: Call centre staff opinion
Benefit Owner: Call centre staff manager data Benefit Owner: Call centre staff manager
Benefit Owner: New service development manager

Table: Benefits for MobilePhone Co

Using the Business Case to Review the Investment
As mentioned at the outset of this paper, a good business case should enable the
outcome of the investment to be assessed in terms of the benefits delivered, or if they
were not achieved, to explain why. Most organizations carry out post-implementation
reviews that consider time, cost and technical quality, but fewer than 50% of our
surveyed organizations do a formal assessment of the value delivered, even though
senior management rate ‘value’ as the top criterion on which success should be
judged.15 Across the whole of our survey sample ‘evaluation and revue of the
benefits’ was judged to be the weakest aspect of managing IT investments. Only 20%
of the organizations were satisfied that they did this sufficiently well. Although many
of the more successful organizations believed this needed further improvement, nearly
70% of them at least carry out benefit reviews as opposed to fewer than 40% in the
less successful group. It is clearly not a coincidence that within the less successful
group, those which overstate the benefits to obtain funding are the least likely to
review the outcome!

Of all the aspects of business case development that differentiated the successful from
the unsuccessful groups, evaluation and review of the benefits was where the
differences were most pronounced. It would seem reasonable to suggest that the rigor
with which an organization appraises the results of its IT investments will
significantly affect the quality of the business cases on which investment decisions are
made.16 In turn the comprehensiveness and the quality of the business cases will, as
discussed above, significantly influence the commitment of managers to delivering
the intended benefits. It is this attention to the benefits throughout the investment life-
cycle that, from our survey distinguishes those organizations that deliver the majority
of benefits expected from those which consistently fail to do so.

Conclusions

It appears from our latest research that the majority of organizations believe their
approach to developing business cases for IT investments is far from satisfactory. It is
also apparent that many business cases are not based on adequate evidence in support
of either the value of the benefits claimed or the likelihood of them being realized.
However our research also found that the quality and comprehensiveness of business
cases has a significant affect on the success of IT investments.

Our research shows that that those organizations that are more successful in realizing
value from their IT investments understand that the business case is not only a way of
obtaining funding, it also has other purposes: showing how the benefits depend on
business changes as well as technology, gaining commitment to achieving the benefits
and enabling the success of the investment to be judged objectively. The approach to
developing business cases described in this paper directly addresses these issues and
hence ensures the argument for investment is clearly understood by those who have to
decide whether to proceed, and by all those involved in project delivery. It is not
surprising that this is achieved through a combination of providing appropriate
evidence to support the benefits expressed and allocating responsibility for their
delivery.
 BUILDING BETTER BUSINESS CASES FOR IT INVESTMENTS

In the less successful organizations the business case often has the singular purpose of
obtaining funding, leading to either not identifying all the benefits that the investment
could deliver or to overstating the benefits. Neither is satisfactory and clearly results
in lower levels of benefits delivered. In many of these organizations the investment
logic is told largely in reverse - the costs are understood first and then sufficient
benefits to justify the cost are identified, a rather too literal interpretation of the term
‘cost benefit analysis’!

Our approach proposes a ‘benefit cost analysis’ which enables management to clearly
understand the benefits that they can expect from an investment and hence decide how
much they are willing to invest. In using the framework shown in Figure 1,
management can also understand what has to be done to achieve the business case,
and whether they are able and willing to make the investments in business and
organizational changes needed to realize the benefits.

The three factors which most differentiated the more and less successful companies in
our study were their ability to identify all the potential benefits from the investment (3
times more likely in the successful organizations), quantify those benefits (again 3
times more likely) and whether lessons were transferred from completed to new
projects (twice as likely). The creation of a structured and rigorous business case, as
described here, is a key means of ensuring all possible benefits are recognised and that
lessons can be learnt from investments and transferred to other projects. From the
evidence provided by the more successful companies in our survey, and our
experience of working with a wide range of organizations, developing such benefits-
led business cases offers organizations a means of significantly improving the success
rate of their IT investments.

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 BUILDING BETTER BUSINESS CASES FOR IT INVESTMENTS

Appendix 1: About the Research

This paper is based on three related research projects conducted at the Information
Systems Research Centre at Cranfield School of Management. The first is a
longitudinal study that explored how organizations can realize business benefits and
value from their investments in IT. The researchers worked with 20 large
organizations in both public and private sectors in the UK. Following a case study
methodology, the key tenets of an effective business case were identified. Then,
working with management teams in these organizations using an action research
methodology, an approach for constructing a business case was initially developed
and subsequently refined and enhanced through a cycle of action and learning.

The second project studied the change and organizational issues associated with the
successful deployment of enterprise systems. The scope of the project included 5 in-
depth case studies of different types of enterprise wide systems. This research helped
in identifying many of the implementation issues that should be addressed during the
development of the business case.

The final and most recent project was a survey, conducted in collaboration with the
Vlerick Leuven Gent Management School in Belgium, which obtained the views of
senior business and IT managers in 102 organizations in the UK and Benelux on their
management practices and organizational success in delivering value from their IT
investments. The majority of the organizations were large companies in both the
industrial and service sectors, with 11% being large public sector organizations. This
research helped in identifying the practices of those organizations that are more
successful in generating value from the IT investments, including the contents of their
business cases.

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 BUILDING BETTER BUSINESS CASES FOR IT INVESTMENTS

Notes
1
R. Ryan Nelson, ‘IT project management: infamous failures, classic mistakes and best practices’, MIS
Quarterly Executive, 6/2 (2007): 67-78; J. Procaccino, J. Verner and S. Lorenzet, ‘Defining and
contributing to software development success’, Communications of the ACM, 49/8 (2006): 79-83; The
Challenge of Complex IT Projects, (The Royal Academy of Engineering, London, 2004); National
Audit Office Delivering Successful IT-enabled Business Change, Report by the Comptroller and
Auditor General, HC 33-1, Session 2006-2007, London, November, 2006.
2
This is not a new phenomenon. In the early 1990s Kit Grindley reported that 83% of IT directors that
he surveyed admitted that the cost/benefit analysis supporting proposals to invest in IT were a fiction.
He wrote about the “conspiracy of lies”. See K. Grindley, Managing IT at Board Level, (Financial
Times, London, 1995). A survey of the 200 largest UK companies reported that 47% openly admitting
to overstating the benefits to get approval for IT investments. See J. Ward, P. Taylor and P. Bond,
‘Evaluation and realization of IS/IT benefits: an empirical study of current practice’, European Journal
of Information Systems, 4 (1996): 214-225.
3
J. Peppard, J. Ward and E. Daniel, ‘Managing for the realization of business benefits from IT
investments’, MIS Quarterly Executive, 6/1 (2007): 1-11.
4
Some of the findings from this research have been published in J. Ward, S. De Hertog and S. Viaene,
‘Managing benefits from IS/IT investments: an empirical investigation into current practice’,
Proceedings of the 40th Hawaii International Conference on Systems Science, Hawaii (2007).
5
J. Pfeffer and R. Sutton, Hard Facts, Dangerous Half-truths and Total Nonsense, (Harvard Business
School Press, Boston, MA, 2006)
6
D. Lovallo and D. Kahneman, ‘Delusions of success: how optimism undermines executives’
decisions’, Harvard Business Review, July (2003): 56-63.
7
J. Procaccino, J. Verner and S. Lorenzet, ‘Defining and contributing to software development
success’, Communications of the ACM, 49/8 (2006): 79-83. To quote Paul Strassmann ‘the approval of
a proposed investment is only the starting point for a continually widening gap between the stated
objectives and the capacity to deliver results’, The Squandered Computer: Evaluating the Business
Alignment of Information Technologies, (Information Economics Press, New Canaan, CT, 1997) p.5.
8
J. Ross and P. Weill, ‘Six IT decisions your IT people should not make’, Harvard Business Review,
80/11, (2002): 84-91.
9
J. Ross and C. Beath, ‘Beyond the business case: new approaches to IT investment’ MIT Sloan
Management Review, 43/2 (2002): 51-59.
10
A. Chircu and R. Kaufmann, ‘Limits to value in electronic commerce related IT investments’,
Journal of Management Information Systems, 17/2 (2000): 59-80.
11
For a detailed description of the benefits dependency network and its application see J. Peppard, J.
Ward and E. Daniel, ‘Managing for the realization of business benefits from IT investments’, MIS
Quarterly Executive, 6/1 (2007): 1-11; and J Ward, J and E. Daniel, Benefits Management: Delivering
Value from IS & IT Investments, (John Wiley & Sons, Ltd., Chichester, 2005)
12
R. Kohli and S. Devaraj, ‘Measuring information technology payoff: a meta-analysis of structural
variables in firm-level empirical research’, Information Systems Research, 14/2 (2004): 127-145.
13
E. Jordan and L. Silcock in their book Beating IT Risks, (John Wiley and Sons Ltd, Chichester 2005)
provide a comprehensive description of the range of IT implementation risks and how they can be
addressed.
14
For a recent analysis of IT project risk see C. F. Gibson, ‘IT-enabled business change: an approach to
understanding and managing risk’, MIS Quarterly Executive, 2/2 (2003); The Challenges of Complex
IT Projects, (The Royal Academy of Engineering, London, 2003) and R.R. Nelson, ‘IT project
management: infamous failures, classic mistakes, and best practices, MIS Quarterly Executive, 6/2
(2007): 67-78.
15
R. Nelson, ‘Project retrospectives: evaluating project success, failure and everything in between’,
MIS Quarterly Executive, 4/3 (2005): 361-372
16
P. Tallon, K. Kraemer and V. Gurbaxani, ‘Executives perceptions of the business value of
information technology’ Journal of Management Information Systems, 16/4 (2000): 145-173. See also
R. Ryan Nelson, ‘Project retrospectives: evaluating project success, failure and everything in between’,
MIS Quarterly Executive, 4/3 (2005): 361-372

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