{"id":6893,"date":"2015-01-15T08:00:33","date_gmt":"2015-01-15T07:00:33","guid":{"rendered":"http:\/\/www.solucom-insight.fr\/?p=6893"},"modified":"2015-02-05T17:43:36","modified_gmt":"2015-02-05T16:43:36","slug":"le-business-case-un-outil-strategique-daide-la-decision-dinvestissements","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2015\/01\/le-business-case-un-outil-strategique-daide-la-decision-dinvestissements\/","title":{"rendered":"Le business case : un outil strat\u00e9gique d\u2019aide \u00e0 la d\u00e9cision d\u2019investissements"},"content":{"rendered":"<p><i>Les Directions m\u00e9tiers souhaitent entamer leur r\u00e9volution num\u00e9rique, mais pas \u00e0 n\u2019importe quel prix.<b> <\/b>La ma\u00eetrise des co\u00fbts reste un objectif cl\u00e9 et, \u00e0 ce titre, les Directions g\u00e9n\u00e9rales cherchent \u00e0 se doter de moyens pour mieux contr\u00f4ler leurs portefeuilles projets, m\u00e9tiers et technologiques. Dans cette optique, le business case constitue l&#8217;un des outils permettant aux d\u00e9cideurs d\u2019\u00e9valuer l\u2019int\u00e9r\u00eat d\u2019un projet vis-\u00e0-vis de la strat\u00e9gie de l\u2019entreprise et que son planning est opportun. Jusqu\u2019ici assez peu utilis\u00e9 par les DSI, certains grands comptes tendent\u00a0aujourd\u2019hui\u00a0\u00e0 syst\u00e9matiser son\u00a0\u00e9laboration avant tout lancement de projet SI, le positionnant ainsi comme un outil strat\u00e9gique d\u2019aide \u00e0 la d\u00e9cision d\u2019investissements.<\/i><\/p>\n<p>Le <i>business case<\/i> de projet SI est le premier document structur\u00e9 qui synth\u00e9tise l\u2019ensemble des \u00e9l\u00e9ments cl\u00e9s n\u00e9cessaires \u00e0 la prise de d\u00e9cision. Si le volet financier en est une partie majeure, le <i>business case<\/i> ne doit pas pour autant \u00eatre r\u00e9duit aux seuls \u00e9l\u00e9ments budg\u00e9taires et quantitatifs. D\u2019autres arguments doivent aussi \u00eatre consid\u00e9r\u00e9s. On y retrouve classiquement trois volets: le volet opportunit\u00e9, le volet solutions SI et le volet financier.<\/p>\n<h2>Volet\u00a0opportunit\u00e9\u00a0: \u00ab\u00a0pourquoi faire\u00a0le projet ?\u00a0\u00bb<\/h2>\n<p>Port\u00e9 par le sponsor du projet, le volet opportunit\u00e9 a pour objet de d\u00e9montrer la valeur ajout\u00e9e pour l\u2019entreprise de l\u2019investissement que l\u2019on souhaiterait r\u00e9aliser. Il s\u2019agit d\u2019y d\u00e9velopper\u00a0:<\/p>\n<ul>\n<li>D\u2019une part, <strong>les enjeux strat\u00e9giques et les risques associ\u00e9s<\/strong>, c\u2019est \u00e0 dire ce que l\u2019organisation a \u00e0 gagner, ou \u00e0 perdre, \u00e0 faire, ou ne pas faire.<br \/>\n<em>Il peut s\u2019agir d\u2019une position strat\u00e9gique, d\u2019un avantage concurrentiel diff\u00e9rentiant, de r\u00e9duction des co\u00fbts de production, d\u2019optimisation de time-to-market, de fiabilisation d\u2019un service, d\u2019am\u00e9lioration de la s\u00e9curit\u00e9<\/em><\/li>\n<li>D\u2019autre part, <strong>les objectifs du projet<\/strong>, c\u2019est \u00e0 dire les r\u00e9sultats op\u00e9rationnels quantifi\u00e9s attendus au travers de la mise en place du nouveau syst\u00e8me. Cette valeur ajout\u00e9e peut parfois \u00eatre chiffr\u00e9e en gains financiers directs, mais pas uniquement.<br \/>\n<em>Il peut s\u2019agir d\u2019une augmentation de 5 % du volume de transaction \/ vente, d\u2019une augmentation de la marge unitaire de 3 \u20ac TTC, d\u2019une baisse du co\u00fbt de production de 15 %, d\u2019une r\u00e9duction du nombre d\u2019accidents \u00e0 0,1 \u2030, d\u2019une baisse des \u00e9missions de CO2 de 5% \u2026<\/em><\/li>\n<\/ul>\n<p>Quels risques prenons-nous \u00e0 ne pas lancer ce projet ? Quelles sont les cons\u00e9quences si on reporte le lancement de 2 ans ? \u00c0 travers ces questions r\u00e9currentes, les d\u00e9cideurs cherchent \u00e0 savoir si le d\u00e9calage du projet reporte l&#8217;apport de valeur ajout\u00e9e ou s\u2019il fait encourir un risque plus cons\u00e9quent pour l&#8217;entreprise. Les impacts du sc\u00e9nario <i>status quo<\/i> doivent ainsi \u00eatre analys\u00e9s dans le <i>business case<\/i>, au m\u00eame titre que les autres solutions.<\/p>\n<h2>Volet solutions\u00a0: \u00ab\u00a0quels sc\u00e9narios SI\u00a0?\u00a0\u00bb<\/h2>\n<p>Port\u00e9 par la cellule d\u2019architecture d\u2019entreprise, le volet solutions doit exposer, dans les grandes lignes, les sc\u00e9narios SI susceptibles de r\u00e9pondre aux besoins du projet.<\/p>\n<p>Pour ce faire, il est indispensable de distinguer les macro-fonctions qui composent le syst\u00e8me \u00e0 construire, ainsi que les donn\u00e9es \u00e0 capter en amont et produites en aval. Dans un second temps, il s\u2019agit d\u2019identifier les solutions appropri\u00e9es (d\u00e9j\u00e0 existantes dans le SI ou \u00e0 int\u00e9grer) pour porter les fonctions pr\u00e9c\u00e9demment identifi\u00e9es. Les architectes doivent ainsi avoir une excellente connaissance du patrimoine SI de l\u2019entreprise (cartographie applicative, inventaires, catalogue d\u2019offres, catalogues de solutions de la DSI, dette technique, comp\u00e9tences\u2026), et disposer d\u2019une vision march\u00e9 (panorama des solutions, pratiques du secteur, <i>benchmarks<\/i>\u2026). L\u2019\u00e9tude des solutions implique \u00e9galement une analyse de la viabilit\u00e9 de chacun des sc\u00e9narios, sur plusieurs plans. La solution est-elle en ligne avec la strat\u00e9gie technique de la DSI ? Dispose-t-on des bonnes comp\u00e9tences pour r\u00e9aliser et maintenir le syst\u00e8me ? Y-a-t-il des contraintes techniques particuli\u00e8res dans sa mise en place (performances, s\u00e9curit\u00e9, volum\u00e9trie\u2026)\u00a0? Autant de questions \u00e0 instruire lors de cette phase d\u2019\u00e9tude.<\/p>\n<p>Attention toutefois \u00e0 ne pas tomber dans une analyse technique trop fine : le <i>business case<\/i> doit rester accessible \u00e0 un auditoire de non sp\u00e9cialistes et mettre en lumi\u00e8re les points saillants de complexit\u00e9 du projet. Par la simplicit\u00e9 de lecture qu\u2019elle apporte, l\u2019\u00e9valuation des solutions via une matrice SWOT est souvent privil\u00e9gi\u00e9e.<\/p>\n<p>Cette \u00e9valuation des solutions peut \u00eatre la source de nombreuses frictions (divergence des enjeux des parties prenantes, partialit\u00e9, impatience\u2026). Toutefois des <a href=\"http:\/\/www.solucom.fr\/publication\/synthese-n-49-dsi-osez-la-rupture-dans-vos-relations-avec-les-metiers\/\">leviers existent qui permettent \u00e0 la DSI de fluidifier ses relations avec les m\u00e9tiers<\/a> afin de jouer pleinement son r\u00f4le dans la strat\u00e9gie de l&#8217;entreprise.<\/p>\n<h2>Volet financier\u00a0: \u00ab\u00a0combien \u00e7a co\u00fbte\u00a0? Quels sont les gains ?\u00a0\u00bb<\/h2>\n<p>Port\u00e9 conjointement par le sponsor et par le contr\u00f4le de gestion de la DSI, le volet financier est primordial pour la prise de d\u00e9cision.<\/p>\n<p>Afin de permettre une comparaison impartiale des solutions, l\u2019exercice de chiffrage doit imp\u00e9rativement reposer sur des bases et m\u00e9thodologies partag\u00e9es. La Direction financi\u00e8re joue ainsi un r\u00f4le essentiel car c\u2019est souvent \u00e0 elle que revient de fixer les r\u00e8gles du jeu\u00a0: telles que les postes de co\u00fbts \u00e0 consid\u00e9rer (co\u00fbts logiciels et mat\u00e9riels, ressources humaines, co\u00fbts indirects\u2026), ou encore les hypoth\u00e8ses d\u2019\u00e9volutions (inflation, budget de la DSI\u2026). Le <i>Total Cost of Ownership (TCO<\/i>) est l\u2019un des indicateurs financiers privil\u00e9gi\u00e9 dans la mesure o\u00f9 il permet de rendre compte de l\u2019ensemble co\u00fbts d\u2019investissements et des co\u00fbts de maintenance calcul\u00e9s pour une p\u00e9riode de 3 ou 5 ans apr\u00e8s la mise en service.<\/p>\n<p>Pour disposer rapidement d\u2019estimations les plus fiables possibles, deux acc\u00e9l\u00e9rateurs se r\u00e9v\u00e8lent \u00eatre pr\u00e9cieux : des abaques de chiffrage, bas\u00e9s sur les co\u00fbts r\u00e9els des projets pass\u00e9s\u00a0; les co\u00fbts unitaires<i> <\/i>des composants \u00e0 assembler pour produire la solution.<\/p>\n<p>Toutefois, plus qu\u2019un co\u00fbt pr\u00e9cis \u00e0 l\u2019euro pr\u00e8s, c\u2019est, \u00e0 ce stade, la tranche de co\u00fbts dans laquelle le projet se situe qui importe (\u00e0 la centaine de millier, voire au million d\u2019euros pr\u00e8s). En fonction de cette estimation, la prise de d\u00e9cision est susceptible d\u2019\u00eatre attribu\u00e9e \u00e0 un niveau hi\u00e9rarchique diff\u00e9rent.<\/p>\n<h2>No Go ? C\u2019est quand m\u00eame un succ\u00e8s\u00a0!<\/h2>\n<p>Reprenant l\u2019analyse formelle des enjeux et du besoin, des solutions, et du ratio co\u00fbts engag\u00e9s \/ valeur, le <i>business case<\/i> ainsi \u00e9labor\u00e9 est pr\u00e9sent\u00e9 dans le cadre des instances d\u2019engagements budg\u00e9taires mises en place dans l\u2019entreprise, pour une prise de d\u00e9cision quant au lancement du projet.<\/p>\n<p>Un <i>business case<\/i> abouti n&#8217;est toutefois pas un gage assur\u00e9 de lancement\u00a0et un \u00ab\u00a0No Go\u00a0\u00bb ne doit pas \u00eatre per\u00e7u comme un \u00e9chec. \u00c0 l\u2019\u00e9chelle de l\u2019entreprise, cet arbitrage est le signe d\u2019un processus de d\u00e9cision suffisamment mature, permettant au management de jouer pleinement son r\u00f4le de filtre du portefeuille de projets.<\/p>\n<p>Le feu vert est donn\u00e9\u00a0? Ce n\u2019est pas pour autant la fin du <i>business case<\/i>. Celui-ci peut en effet constituer le document fil rouge du projet, r\u00e9\u00e9valu\u00e9 lors des phases ult\u00e9rieures, au fur et \u00e0 mesure que le p\u00e9rim\u00e8tre fonctionnel, les questions techniques et les \u00e9l\u00e9ments financiers vont venir se pr\u00e9ciser.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Les Directions m\u00e9tiers souhaitent entamer leur r\u00e9volution num\u00e9rique, mais pas \u00e0 n\u2019importe quel prix. La ma\u00eetrise des co\u00fbts reste un objectif cl\u00e9 et, \u00e0 ce titre, les Directions g\u00e9n\u00e9rales cherchent \u00e0 se doter de moyens pour mieux contr\u00f4ler leurs portefeuilles&#8230;<\/p>\n","protected":false},"author":405,"featured_media":6579,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[35],"tags":[],"coauthors":[1784],"class_list":["post-6893","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategie-projets-it"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Le business case : un outil strat\u00e9gique d\u2019aide \u00e0 la d\u00e9cision d\u2019investissements - RiskInsight<\/title>\n<meta name=\"description\" content=\"Le business case de projet SI est le premier document structur\u00e9 qui synth\u00e9tise l\u2019ensemble des \u00e9l\u00e9ments cl\u00e9s n\u00e9cessaires \u00e0 la prise de d\u00e9cision.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.riskinsight-wavestone.com\/2015\/01\/le-business-case-un-outil-strategique-daide-la-decision-dinvestissements\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Le business case : un outil strat\u00e9gique d\u2019aide \u00e0 la d\u00e9cision d\u2019investissements - RiskInsight\" \/>\n<meta property=\"og:description\" content=\"Le business case de projet SI est le premier document structur\u00e9 qui synth\u00e9tise l\u2019ensemble des \u00e9l\u00e9ments cl\u00e9s n\u00e9cessaires \u00e0 la prise de d\u00e9cision.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.riskinsight-wavestone.com\/2015\/01\/le-business-case-un-outil-strategique-daide-la-decision-dinvestissements\/\" \/>\n<meta property=\"og:site_name\" content=\"RiskInsight\" \/>\n<meta property=\"article:published_time\" content=\"2015-01-15T07:00:33+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2015-02-05T16:43:36+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2014\/12\/Fotolia_70340206_Subscription_Monthly_XXL.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"1500\" \/>\n\t<meta property=\"og:image:height\" content=\"1000\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Nawel Habbida\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Nawel Habbida\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"6 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2015\/01\/le-business-case-un-outil-strategique-daide-la-decision-dinvestissements\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2015\/01\/le-business-case-un-outil-strategique-daide-la-decision-dinvestissements\/\"},\"author\":{\"name\":\"Nawel Habbida\",\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/person\/97f42d4f640253dc485c93cf3423b5f8\"},\"headline\":\"Le business case : un outil strat\u00e9gique d\u2019aide \u00e0 la d\u00e9cision d\u2019investissements\",\"datePublished\":\"2015-01-15T07:00:33+00:00\",\"dateModified\":\"2015-02-05T16:43:36+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2015\/01\/le-business-case-un-outil-strategique-daide-la-decision-dinvestissements\/\"},\"wordCount\":1276,\"publisher\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/en\/#organization\"},\"image\":{\"@id\":\"https:\/\/www.riskinsight-wavestone.com\/2015\/01\/le-business-case-un-outil-strategique-daide-la-decision-dinvestissements\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2014\/12\/Fotolia_70340206_Subscription_Monthly_XXL.jpg\",\"articleSection\":[\"M\u00e9tiers - Strat\u00e9gie &amp; 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