This document presents three business intelligence project case studies. Case 1 shows a project with costs covered and a benefit/cost ratio over 200% within 5 years, making it feasible. Case 2A has a benefit/cost ratio below 200% in 5 years, making it not feasible. Case 2B increases revenue, resulting in a benefit/cost ratio over 200% in 5 years, making it feasible. The cases demonstrate the impact of costs, revenues, and benefit/cost ratios on a project's feasibility.

1. Business Intelligence Project Case Studies : Exercise 1
1 | P a g e
-4
-2.25
-0.5
1.25
3
Cumulative Net Value (M)
Cumulative Net Value
(M)
Waseem Bari
Instructor: Bill Chadwick
SCS 0245-026 Business Intelligence Fundamentals
BUSINESS CASES FOR BUSINESS INTELLIGENCE PROJECTS
Case No. 1
1st Year 2nd Year 3rd Year 4th Year 5th Year
Project IT Costs 2M 0.5M 0.5M 0.5M 0.5M
Extra Customer Upkeep 0 0.375M 0.375M 0.375M 0.375M
Cumulative Total Costs 2M 2.875M 3.75M 4.625M 5.5M
Extra Revenue/year 0 3.1M 3.1M 3.1M 3.1M
Cumulative Benefits 0 3.1M 6.2M 9.3M 12.4M
Cumulative Net Value (2M) 0.225M 2.45M 4.675M 6.9M
Benefit/Cost Ratio () 108% 165% 201% 225%
Evaluation of Case 1
Benefit/Cost Ratio
Payback Period
Net Cummulative Value
If we look at the Total Cost and Cummulative benefits, we will get
to know that our business is covering the cost it is incurring, that is
108% in 2 years
This project is feasible for the company because the benefit/cost
ratio is greater than 200% within 5 years.
If we look at the Cummulative Net Value and Cummulative Total
Cost, the project cost is being covered, so its feasible.

2. Business Intelligence Project Case Studies : Exercise 1
2 | P a g e
Case No. 2A
1st Year 2nd Year 3rd Year 4th Year 5th Year
Project IT Costs 4M 1M 1M 1M 1M
Extra Customer Upkeep 0 0.375M 0.375M 0.375M 0.375M
Cumulative Total Costs 4M 5.375M 6.75M 8.125M 9.5M
Extra Revenue/year 0 3.1M 3.1M 3.1M 3.1M
Cumulative Benefits 0 3.1M 6.2M 9.3M 12.4M
Cumulative Net Value (4M) (22.275M) (0.55M) 1.175M 2.9M
Benefit/Cost Ratio () 58% 92% 114% 131%
Evaluation of Case 2A
Benefit/Cost Ratio
Payback Period
Net Cummulative Value
Although the increase of CNV is steady, it is too slow. If the main purpose
of building this DW is to decrease churn rate, Extra Revenue/year should
be better for the Project
This project is not feasible for the company because the benefit/cost ratio
is less than 200% (131%) in 5 years.
If we look at the Total Cost and Cummulative benefits, we will get to know
that our business is not covering the cost in 2 years

3. Business Intelligence Project Case Studies : Exercise 1
3 | P a g e
Case No. 2B
1st Year 2nd Year 3rd Year 4th Year 5th Year
Project IT Costs 4M 1M 1M 1M 1M
Extra Customer Upkeep 0 0.375M 0.375M 0.375M 0.375M
Cumulative Total Costs 4M 5.375M 6.75M 8.125M 9.5M
Extra Revenue/year 0 6.2M 6.2M 6.2M 6.2M
Cumulative Benefits 0 6.2M 12.4M 18.8M 25M
Cumulative Net Value (4M) 0.825M 5.65M 10.47M 15.3M
Benefit//Cost Ratio () 115% 184% 229% 261%
Evaluation of Case 2B
Benefit/Cost Ratio
Payback Period
Net Cummulative Value
This project is feasible for the company because the benefit/cost ratio is
greater than 200% within 5 years.
If we look at the Total Cost and Cummulative benefits, we will get to know
that our business is covering the cost it is incurring
If we look at the Cummulative Net Value and Cummulative Total Cost, the
project cost is being covered, so its feasible.

4. Business Intelligence Project Case Studies : Exercise 1
4 | P a g e

5. Business Intelligence Project Case Studies : Exercise 1
5 | P a g e
Similarities amongst cases:
1. Same project time period
2. Beginning of the project in first year value went in to minus (-)
Differences amongst Cases
1. Payback Period for Case 2A takes more than three years, compared to other two
accomplish that by the end of year two.
2. To reach to 200% Benefit/Cost Ratio within 5 years, the initial Project IT cost and
yearly IT cost of Case 1 leads to the quicker accomplishment without improving Extra
Revenue/year.
3. In Case 2A, because Project IT cost and yearly IT cost is double the Case 1, it is
impossible to meet 2 year Payback Period without improving Extra Revenue/year by
reducing churn rate. Also, 200% Benefit/Cost Ratio in 5 years will not be accomplished.
Having identified the dimensions and the measures we then need to make some
business judgments about the feasibility of a BI solution or solutions. Here are
some points to consider
· Look for the easy wins, tactical solutions delivering business benefit that
can be achieved quickly and cheaply.
· Identify measures where no current data exists, these are more difficult to
implement as data collecting systems will have to be build and put in place
before they can be used.
· Watch out for high data volumes, if they are very large it may be that data
has to be summarized to reduce the volume.
· Strategic, cross-departmental solutions will need board level sponsorship
· and support to be successful.