13 Cross-case Conclusions
13.1 Cross-case conclusions based on the results achieved by the cases
Before we formulate our conclusions based on the results obtained using case stud- ies we will outline the main results of the three cases.
The main results of the Dga case were:
we provided an integral solution and approach to solve the business issue within time and budget.
using a PgSA obtained by applying the GEA method we provided a set of recommendations to get Dga in control. The governance of the project within the borders of the PgSA led to the following results:
a. the execution of the subsidy arrangements was within time and agreed budget.
b. the return of application forms due to application errors was re- duced from 62% to 35%, and consequently fell within the error tolerance.
c. the number of objections was reduced from 22.000 to 7.000 with a corresponding reduction in associated costs.
d. the Internet participation of applicants rose from 0.5% to 6%. e. the European supervisory authority and the Dutch parliament were
satisfied with the results and the answers given to their submitted questions.
f. with regard to the new outsourcing parties:
i. their performance was in line with the agreed quality, time and budget
ii. no client dossier was lost
iii. given the good performance all contracts were subse- quently prolonged
g. in this, real world case study, a totally derailed enterprise was brought back into control within a single year, while simultane- ously making substantial savings.
The main results of the case DJI were:
we provided an integral solution and approach to solve the business issue within time and budget.
through the use of GEA a separate project with all contingent costs was avoided.
we adjusted the objective of the implementation program of this new law. Thus we avoided the implementation program being saddled with a, by definition, unachievable goal.
The main results of the case SAE were:
we provided an integral solution and approach to solve the business issue within time and budget.
an acceleration of the decision-making process resulting in a decision to start the transition process within a few weeks.
Support for the SAE project was created at the board level.
Based on the results of these cases we state that, when the GEA method is applied, significant results can be achieved in terms of the higher quality of the decision making process taking place and improvements in efficiency and effectiveness. This insight triggered the researchers participating in this research program to con- duct further research and in particular to prove the postulate given in chapter 5.5. The overall performance of an enterprise is positively influenced by proper coher- ence among the key aspects of the enterprise, including business processes, organ- izational culture, product portfolio, human resources, information systems and IT support, et cetera.
172
13 Cross-case Conclusions
In this chapter we will use the previously formulated questions from the data- collection protocol to formulate the cross-case conclusions, see section 3.5.3.
1. Questions to specific interviewees.
2. Questions at the level of an individual case, these are the questions in the case study protocol to be answered by the investigator during a single case, even when the single case is part of a larger, multiple-case study.
3. Questions focused on finding patterns across multiple cases.
4. Questions at the level of the entire research effort, for example, calling on information beyond the case study evidence and including literature or published data that may have been reviewed.
5. Normative questions about policy recommendations and conclusions, go- ing beyond the narrow scope of the study.
We refer to the corresponding sections of the cases for the answers to questions numbers 1 and 2. Referring to question number 3 we will draw cross-case conclu- sions based on:
the results achieved in the case studies evaluations of the cases
experiences and insights for improving GEA
13.1 Cross-case conclusions based on the results achieved by the cases
Before we formulate our conclusions based on the results obtained using case stud- ies we will outline the main results of the three cases.
The main results of the Dga case were:
we provided an integral solution and approach to solve the business issue within time and budget.
using a PgSA obtained by applying the GEA method we provided a set of recommendations to get Dga in control. The governance of the project within the borders of the PgSA led to the following results:
a. the execution of the subsidy arrangements was within time and agreed budget.
b. the return of application forms due to application errors was re- duced from 62% to 35%, and consequently fell within the error tolerance.
173 c. the number of objections was reduced from 22.000 to 7.000 with a
corresponding reduction in associated costs.
d. the Internet participation of applicants rose from 0.5% to 6%. e. the European supervisory authority and the Dutch parliament were
satisfied with the results and the answers given to their submitted questions.
f. with regard to the new outsourcing parties:
i. their performance was in line with the agreed quality, time and budget
ii. no client dossier was lost
iii. given the good performance all contracts were subse- quently prolonged
g. in this, real world case study, a totally derailed enterprise was brought back into control within a single year, while simultane- ously making substantial savings.
The main results of the case DJI were:
we provided an integral solution and approach to solve the business issue within time and budget.
through the use of GEA a separate project with all contingent costs was avoided.
we adjusted the objective of the implementation program of this new law. Thus we avoided the implementation program being saddled with a, by definition, unachievable goal.
The main results of the case SAE were:
we provided an integral solution and approach to solve the business issue within time and budget.
an acceleration of the decision-making process resulting in a decision to start the transition process within a few weeks.
Support for the SAE project was created at the board level.
Based on the results of these cases we state that, when the GEA method is applied, significant results can be achieved in terms of the higher quality of the decision making process taking place and improvements in efficiency and effectiveness. This insight triggered the researchers participating in this research program to con- duct further research and in particular to prove the postulate given in chapter 5.5. The overall performance of an enterprise is positively influenced by proper coher- ence among the key aspects of the enterprise, including business processes, organ- izational culture, product portfolio, human resources, information systems and IT support, et cetera.
13.2 Cross-case conclusions based on the evaluations of the