Business Case Control: The Key to Project Portfolio Success or Merely a Matter of Form?

Kopmann, J; Kock, A; Killen, CP; Gemuenden, HG

Business Case Control: The Key to Project Portfolio Success or Merely a Matter of Form?

Kopmann, J Kock, A Killen, CP

Gemuenden, HG

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Publisher:: European Academy of Management
Publication Type:: Conference Proceeding
Citation:: EURAM 2014 WAVES AND WINDS OF STRATEGIC LEADERSHIP FOR SUSTAINABLE COMPETITIVENESS, 2014, pp. 1 - 40 (40)
Issue Date:: 2014

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Field	Value	Language
dc.contributor.author	Kopmann, J	en_US
dc.contributor.author	Kock, A	en_US
dc.contributor.author	Killen, CP https://orcid.org/0000-0002-2370-7856	en_US
dc.contributor.author	Gemuenden, HG	en_US
dc.contributor.editor	EURAM	en_US
dc.date	2014-06-04	en_US
dc.date.issued	2014	en_US
dc.identifier.citation	EURAM 2014 WAVES AND WINDS OF STRATEGIC LEADERSHIP FOR SUSTAINABLE COMPETITIVENESS, 2014, pp. 1 - 40 (40)	en_US
dc.identifier.isbn	978-84-697-0377-9	en_US
dc.identifier.uri	http://hdl.handle.net/10453/33877
dc.identifier.uri	http://hdl.handle.net/10453/32773
dc.description.abstract	Practitioner and professional organization literature places strong emphasis on business cases with the expectation that the use of business cases to inform and drive investment decisions will produce better results. In particular, from a project portfolio perspective the business case of a project may provide the underlying rationale for value-oriented management. However, academic research regarding the use of business cases at a project portfolio level is scarce. By exploring the facets of business case control – encompassing the initial review of project business cases, the ongoing monitoring during project execution, and the post-project tracking until the business case is realized – this study investigates the relationship between business control and project portfolio success. Furthermore, we analyze critical enablers and relevant contingencies for the application of business case control. The results are based on a cross-industry sample of 183 medium-sized and large companies and rely on two informants from each firm. We found significant evidence for the positive relationship between business case control and project portfolio success. In addition, accountability for business case realization and corresponding incentive systems increase this positive effect. Finally, we found that contingencies (portfolio size and external turbulence) also have a moderating effect. This study contributes to research and practice by developing and validating a multi-dimensional construct for business case control, providing evidence for its effectiveness and enabling conditions.	en_US
dc.format	email of manuscript and supporting data will be sent	en_US
dc.publisher	European Academy of Management	en_US
dc.relation.ispartof	EURAM 2014 WAVES AND WINDS OF STRATEGIC LEADERSHIP FOR SUSTAINABLE COMPETITIVENESS	en_US
dc.relation.ispartof	Annual Conference of the European Academy of Management	en_US
dc.title	Business Case Control: The Key to Project Portfolio Success or Merely a Matter of Form?	en_US
dc.type	Conference Proceeding
utslib.location	Valencia Spain	en_US
utslib.location.activity	Valencia, Spain	en_US
utslib.for	150307 Innovation and Technology Management	en_US
dc.location.activity	Valencia, Spain
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.finish-date	2014-06-07	en_US
pubs.place-of-publication	Valencia Spain	en_US
pubs.publication-status	Published	en_US
pubs.start-date	2014-06-04	en_US

Abstract:

Practitioner and professional organization literature places strong emphasis on business cases with the expectation that the use of business cases to inform and drive investment decisions will produce better results. In particular, from a project portfolio perspective the business case of a project may provide the underlying rationale for value-oriented management. However, academic research regarding the use of business cases at a project portfolio level is scarce. By exploring the facets of business case control – encompassing the initial review of project business cases, the ongoing monitoring during project execution, and the post-project tracking until the business case is realized – this study investigates the relationship between business control and project portfolio success. Furthermore, we analyze critical enablers and relevant contingencies for the application of business case control. The results are based on a cross-industry sample of 183 medium-sized and large companies and rely on two informants from each firm. We found significant evidence for the positive relationship between business case control and project portfolio success. In addition, accountability for business case realization and corresponding incentive systems increase this positive effect. Finally, we found that contingencies (portfolio size and external turbulence) also have a moderating effect. This study contributes to research and practice by developing and validating a multi-dimensional construct for business case control, providing evidence for its effectiveness and enabling conditions.

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http://hdl.handle.net/10453/32773