A common theme is the difficulty in developing a good business case, deceptively called “ROI,” for a business intelligence project, like a data warehouse. Nearly all ROI statements end up along the lines of efficiencies in cost savings due to reduced redundancy, faster delivery of content, etc. These are accompanied by a plethora of ‘soft’ benefits.

Admittedly, it is difficult to extract specific benefits from cross functional data initiatives, but failure to discern solid, measurable benefits results in reduced business buy in, loss of project momentum, and long term disdain for information management. Without a good business case, measuring success is difficult, and accountabilities are hard to identify. Frankly, IT often takes the fall for developing an information technology that, if looked at objectively by the business, would have been deemed a poor idea. The lack of accountability means the innocent are punished, and the guilty promoted (some things never change.)

Information management and regular business initiatives are no longer separate. At minimum, it is counter productive to view them that way. Convergence of technology and business is a reality in competitive 21st century companies and organizations. Therefore to avoid a business case because it seems abstract, or the business function is hesitant to commit benefits against the IT investment is narrow-minded. But the reality is many shops will not get the business to seize the initiative and present a clear set of goals and objectives. In this case, the onus falls on IT to still develop the business case.

If IT is going to develop a business case anyway, what are the components of such a proactive business case? It is important to know what should or should not be in the case, as well as have a process for identifying PROACTIVELY business benefits.