Business case assessment of balancing large scale PV with flexible CHP

2011 ◽  
Author(s):  
Reinhilde D'hulst ◽  
Kris Kessels ◽  
Daan Six
Keyword(s):  
Large Scale ◽  
Business Case ◽  
Case Assessment

scholarly journals Techno-economic and business case assessment of multi-energy microgrids with co-optimization of energy, reserve and reliability services

2018 ◽  
Vol 210 ◽  
pp. 896-913 ◽  
Author(s):  
Eduardo A. Martínez Ceseña ◽  
Nicholas Good ◽  
Angeliki L.A. Syrri ◽  
Pierluigi Mancarella
Keyword(s):  
Business Case ◽  
Energy Reserve ◽  
Case Assessment

Comparative Study of IT Investment Management Processes in U.S. and Portugal

2010 ◽  
pp. 419-440
Author(s):  
Susan A. Sherer
Keyword(s):  
Large Scale ◽  
Idea Generation ◽  
Business Case ◽  
The United States ◽  
Corporate Boards ◽  
Investment Management ◽  
It Investment ◽  
Management Processes ◽  
Business Line ◽  
Value Realization

This article investigates IT investment management processes in the U.S. and Portugal. In Portugal compared to the United States, we find less involvement of operational business users, less formalized processes, more bottom-up generation of ideas, less focus on business metrics other than financial ones, and more highly involved corporate boards. We develop a framework for understanding IT investment that includes five stages: idea generation, business case generation, investment selection, project implementation, and value realization. Several of Hofstede’s factors are used to explain national cultural differences in each of these stages. Cultures with high power distance involve fewer business line employees in idea generation, fewer operational business managers selecting investments, and more centrally managed project implementations. In cultures with high uncertainty avoidance, fewer large scale strategic project ideas are generated and there is a stronger emphasis on financial criteria in information technology investment selection.

Analysis of a Large-Scale IT Outsourcing "Failure"

2011 ◽  
pp. 447-464
Author(s):  
Anne C. Rouse ◽  
Brian J. Corbitt
Keyword(s):  
Case Studies ◽  
Large Scale ◽  
Business Case ◽  
Decision Makers ◽  
Successful Case ◽  
Public Report ◽  
Expected Benefits ◽  
Auditor General ◽  
Recommended Guidelines ◽  
Subject Theory

Much of the research that has been carried out into outsourcing is based on relatively successful case studies. Yet drawing inferences from case studies when those with largely negative outcomes rarely see the light of day represents a significant problem. When negative cases are systematically unrepresented, there is less opportunity to subject theory to scrutiny. This chapter goes some way towards redressing this trend, by reporting on a large scale “selective” outsourcing arrangement that has been publicly described as a failure — the Australian Federal Government’s “whole of government” IT infrastructure outsourcing initiative. This initiative, originally promoted as likely to lead to a billion dollar saving, was abandoned early in 2001, after a damning public report by the Australian Auditor General. However, a detailed study of the initiative suggests that the “failure” occurred despite the project adhering to many of the recommended guidelines for successful outsourcing that had been derived from earlier case analysis. The findings have important implications for decision makers confronted with outsourcing choices. The study suggests that the risks of outsourcing are often downplayed, or ignored in the rush to reap the expected benefits. The study also suggests that expectations of savings from outsourcing IT are often substantially higher than those that have been empirically confirmed in the field. Decision makers are advised that key assumptions about costs, savings, managerial effort, and the effects of outsourcing on operational performance might be incorrect, and to plan for their outsourcing activity accordingly. They should pay particular attention to coordination and transaction costs, as these tend to be overlooked in the business case. These costs will be magnified if “best in breed” multiple-vendor outsourcing is chosen, and if contracts are kept short. Decision-makers are also warned of the difficulties they are likely to have at the end of an outsourcing contract if there is not a large and robust pool of alternative vendors willing to bid against the incumbent.

Analysis of a Large-Scale IT Outsourcing "Failure"

2008 ◽  
pp. 2963-2982
Author(s):  
Anne C. Rouse ◽  
Brian. J. Corbitt
Keyword(s):  
Case Studies ◽  
Large Scale ◽  
Business Case ◽  
Decision Makers ◽  
Successful Case ◽  
Public Report ◽  
Expected Benefits ◽  
Auditor General ◽  
Recommended Guidelines ◽  
Subject Theory

Much of the research that has been carried out into outsourcing is based on relatively successful case studies. Yet drawing inferences from case studies when those with largely negative outcomes rarely see the light of day represents a significant problem. When negative cases are systematically unrepresented, there is less opportunity to subject theory to scrutiny. This chapter goes some way towards redressing this trend, by reporting on a large scale “selective” outsourcing arrangement that has been publicly described as a failure — the Australian Federal Government’s “whole of government” IT infrastructure outsourcing initiative. This initiative, originally promoted as likely to lead to a billion dollar saving, was abandoned early in 2001, after a damning public report by the Australian Auditor General. However, a detailed study of the initiative suggests that the “failure” occurred despite the project adhering to many of the recommended guidelines for successful outsourcing that had been derived from earlier case analysis. The findings have important implications for decision makers confronted with outsourcing choices. The study suggests that the risks of outsourcing are often downplayed, or ignored in the rush to reap the expected benefits. The study also suggests that expectations of savings from outsourcing IT are often substantially higher than those that have been empirically confirmed in the field. Decision makers are advised that key assumptions about costs, savings, managerial effort, and the effects of outsourcing on operational performance might be incorrect, and to plan for their outsourcing activity accordingly. They should pay particular attention to coordination and transaction costs, as these tend to be overlooked in the business case. These costs will be magnified if “best in breed” multiple-vendor outsourcing is chosen, and if contracts are kept short. Decision-makers are also warned of the difficulties they are likely to have at the end of an outsourcing contract if there is not a large and robust pool of alternative vendors willing to bid against the incumbent.

Using Cost Benefit Analysis for Enterprise Resource Planning Project Evaluation

2001 ◽  
pp. 154-170 ◽  
Author(s):  
Kenneth Murphy ◽  
Steven John Simon
Keyword(s):  
Enterprise Resource Planning ◽  
User Satisfaction ◽  
Large Scale ◽  
Cost Benefit Analysis ◽  
Cost Benefit ◽  
Resource Planning ◽  
Business Case ◽  
Benefit Analysis ◽  
Large Computer ◽  
Planning Project

The goal of this chapter is to demonstrate how cost benefit analysis can be applied to large-scale ERP projects, and that these methods can incorporate the intangible benefits, e.g., user satisfaction. Detailed information on the business case utilized by a large computer manufacturer in their decision to implement the SAP system R/3 is presented. We illustrate how this organization utilized techniques to include intangibles in the implementation project’s cost benefit analysis. The chapter concludes with a discussion on the state of valuing ERP projects and questions to be answered in the future.

Investigation of the geological, technical and economical obstacles for large-scale utilization of geothermal energy from Danish sandstone reservoirs

2020 ◽  
Author(s):  
Mette Olivarius ◽  
Niels Balling ◽  
Jesper P. M. Baunsgaard ◽  
Esben Dalgaard ◽  
Hanne Dahl Holmslykke ◽  
...  
Keyword(s):  
Large Scale ◽  
Oil And Gas ◽  
Gas Permeability ◽  
Business Case ◽  
Depositional Environments ◽  
Heat Extraction ◽  
Geothermal Resource ◽  
Burial History ◽  
Reservoir Properties ◽  
Sandstone Reservoirs

<p>The Triassic–Jurassic sandstone reservoirs in the Danish subsurface at c. 1–3 km depth contain an enormous geothermal resource that is currently utilized in only three geothermal plants due to a number of geological, technical and commercial barriers. These barriers have been addressed in the GEOTHERM project funded by Innovation Fund Denmark and recommendations for overcoming the obstacles have been made. Some of the methods that are used in the oil and gas sector have successfully been introduced in the geothermal reservoir evaluations to reduce the risk associated with new exploration wells. Quantitative seismic interpretation proved capable of giving a reliable reservoir characterization with regards to estimation of porosity and sand/clay distribution. Diagenesis modelling gave good estimates of reservoir quality by utilizing the knowledge obtained about depositional environments, petrography, reservoir properties and burial history. Relationships between fluid and gas permeability have been established such that the regularly measured gas permeability can be recalculated to fluid permeability giving a better representation of the reservoir. The composition of the formation water in the three geothermal plants has been measured and used for geochemical modelling to evaluate the risk of scaling, where especially barite showed a tendency to precipitate upon cooling of the brine. Simulations of the thermal development of the reservoirs during long-term geothermal exploitation demonstrate significant heat extraction from the layers present above and below each reservoir, which ensures that only a small decrease in production temperature occurs over several decades. The regional geothermal resource estimation has been updated based on a new comprehensive 3D temperature model of the subsurface, confirming the presence of a huge geothermal resource with wide geographical extend covering most of the country. The causes of injection problems have been investigated including corrosion and scaling processes, showing that careful choice of well-lining and tubing materials besides cautious operation of plants are of utmost importance to prevent problems. A geothermal business case has been developed to give a lifetime assessment of geothermal plants including feasibility, design, drilling, construction, production and abandonment, showing that the operational costs are closely linked to the existing infrastructure and to the choices made when designing the geothermal plant. In conclusion, the new scientific results and best-practice manuals provide a significantly higher chance of success of new geothermal projects when including the recommended measures to minimize the geological uncertainties and prevent problems during drilling and production.</p>

Establishing the Improved Access to Psychological Therapies programme: lessons from large-scale change in England

2010 ◽  
pp. 479-486 ◽  
Author(s):  
James Seward ◽  
Michael Clark
Keyword(s):  
Social Justice ◽  
Large Scale ◽  
Research Evidence ◽  
Business Case ◽  
Psychological Therapies ◽  
Scale Change ◽  
Large Scale Change ◽  
Improve Access

Chapter 51 explores the Improve Access to Psychological Therapies (IAPT) program. Its work is grounded on research evidence of the benefits of psychological therapies, and a business case and social justice argument for improving access to them. This chapter summarizes the work of the IAPT programme from case building to implementation and the lessons we have learnt.

scholarly journals Business case for large scale crop production in greenhouse facilities in Iceland for the global market

2021 ◽  
Author(s):  
E.J. Baeza ◽  
◽  
Y. Dijkxhoorn ◽  
K. Logatcheva ◽  
W. Hennen ◽  
...  
Keyword(s):  
Crop Production ◽  
Large Scale ◽  
Business Case ◽  
Global Market

Digital health - Hope, Hype, and Halt (Preprint)

2018 ◽  
Author(s):  
Rajendra Pratap Gupta
Keyword(s):  
Large Scale ◽  
Care Delivery ◽  
Digital Health ◽  
New Technology ◽  
Business Case ◽  
Cost Of Care ◽  
Regulatory Frameworks ◽  
Health Conferences ◽  
The Cost

UNSTRUCTURED Over the past 40 years, the healthcare community has been repeatedly excited by the hope of providing better care through the effective adoption of the technology. In the hope that digital health is going to be the game changer, an aura of hype has been created amongst the stakeholders of healthcare industry. However, digital health is yet to witness a large-scale adoption that could match the hope created about its utility. There does not exist an example where digital health has successfully transformed the health system of a geography and has demonstrated a net positive return on the initial investment. Owing to the lack of a positive business case, the initiatives pertaining to digital health are losing steam. Corporates are shutting down digital health labs, staunching investments in digital health, digital health conferences are consolidating, and governments are re-evaluating the funding regimes for such initiatives. For the technology to be able to create desired impact in this sector, the principle stakeholders namely governments, hospitals, insurers, tech developers, medical professionals, and patients need to participate equitably. The resources need to be focused on high impact areas like epidemiology surveys, legal and regulatory frameworks, geriatric care, and human resources training. For a new technology to thrive, the industry competitors and governments must work in unison to develop solutions that are pragmatic, solves the problems, reduce the cost of care delivery, and are sustainable in the long-term. Digital health is not dead, but it is in a stage where its revival will be an up-hill task.

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