Building the Foundation: Why Every Technology Project Needs a Strong Business Case

When embarking on a software implementation project, the business case becomes the cornerstone of decision-making. It defines the why, what, and how much behind the investment — and ultimately sets the stage for success or failure.

Yet depending on who authors it, a business case can look dramatically different.

There are two primary perspectives:

• The organization’s project team, focused on internal value, risk, and outcomes

• The software vendor, focused on solution benefits, adoption, and speed to value

Understanding these differences helps leaders create balanced, credible, and actionable business cases.

Purpose and Perspective

Organization’s Business Case

An internal team’s business case begins with strategic alignment. Its goal is to justify why the software investment supports business objectives such as cost reduction, compliance, or digital transformation.

The focus is on organizational impact and accountability — how the investment delivers measurable value within existing operations.

Vendor’s Business Case

A vendor’s version is a sales enabler. It emphasizes how their product fulfills the buyer’s needs and achieves a compelling ROI — often with optimistic timelines and best-case assumptions.

The vendor’s purpose is persuasion: to demonstrate the product’s value proposition and accelerate purchase approval.

Financial Metrics and KPIs

Internal Team

The organization’s case typically uses conservative, evidence-based models. It incorporates real cost structures — licensing, training, integration, and change management — and focuses on Total Cost of Ownership (TCO), Return on Investment (ROI), and payback period grounded in data.

Key KPIs might include:

• Reduced manual processing time

• Improved compliance rate

• Increased operational efficiency

• User adoption rates

Vendor

The vendor’s model often highlights potential ROI and “value uplift,” drawing on benchmarks or idealized improvements. KPIs emphasize product performance rather than enterprise transformation.

Typical KPIs include:

• Average time-to-deploy

• Benchmark-based ROI (e.g., “customers achieve 30% efficiency gains”)

• Subscription renewal potential

Scope and Assumptions

Internal Business Case

Organizations examine cross-functional impacts — on IT, operations, finance, and end users. They document dependencies, risks, and required process changes.

Assumptions are specific, traceable, and validated through pilots or stakeholder input.

Vendor Business Case

Vendors tend to focus on functional scope, assuming best-case readiness and minimal internal constraints. Factors such as culture, legacy integration, or staffing limits are often overlooked.

Risk Management and Governance

Internal Perspective

Risk identification is central. The organization’s business case outlines mitigation plans for:

• Data migration challenges

• User resistance

• Budget overruns

• Change management demands

Governance roles — executive sponsor, steering committee, and project controls — are clearly defined.

Vendor Perspective

Risk is framed as manageable through vendor expertise, emphasizing methodology and customer success support. Governance is typically described at a high level, focusing on vendor deliverables rather than internal accountability.

Decision-Making and Ownership

Internal Business Case

Owned by the business, this document drives funding decisions and serves as the foundation for project planning and post-implementation evaluation. Success is measured internally, with accountability resting on executives and sponsors.

Vendor Business Case

Owned by the sales or pre-sales team, the vendor’s version supports proposal approval and deal closure. Once the contract is signed, its purpose is largely complete.

The Ideal Approach: A Collaborative Business Case

The strongest business cases merge both perspectives. By combining the vendor’s technology insights with the organization’s financial realism, stakeholders can produce a balanced view that:

• Aligns business outcomes with technical feasibility

• Provides credible financial justification

• Ensures shared accountability for success

In essence, a truly effective business case isn’t just a buying tool — it’s the strategic blueprint for delivering measurable transformation.

Carol Porter, BlinC’s Value Management and Realization Chief Consultant

About the Author

Carol Porter helps organisations bridge the gap between technology investment and business outcomes. With a focus on value realisation and adoption, she supports teams in measuring the impact of their SaaS and digital solutions — even when the business case comes after the fact.