Information systems development has returned to strategic management due to the increase of softwareenabled businesses. We investigated two failed IS development projects using the exploratory case study method. One of the projects was executed with the plan-driven approach methods and the other with the change-driven (agile) approach methods. Data analysis showed that both projects followed the principles of the selected methods. That, however, was not enough. The plan-driven project achieved project objectives but did not deliver business value and the IS was never taken into use. The change-driven project delivered desired business value but failed to release a robust IS. Our main contribution to research is our proposition to match the characteristics of IS development methods with the characteristics of business development contexts. We also disclose some novel reasons for IS project failures.

Digitalization challenges the way in which business processes are seen. The potential for enhancement is even recognized in business areas that traditionally have little to do with IT. Even though universities have long-standing traditions of how work is organized, they have not been eager to adopt digitalized processes. Because core university processes rely on highly skilled experts, digitalizing processes are not as straightforward as they would be in more mechanical work. We developed an expert-oriented digitalization model (EXOD) for the digitalization of university processes and tested it using a case study. After digitalizing a core process, we interviewed the experts involved. The results show the usefulness and adaptability of the model. Based on the results, we recommend further studies to refine and test the model more comprehensively. In addition, based on the adaptability of the model, we recommend it as a baseline for university process digitalization projects in general.

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