Business Case

<Project Name>

&nbsp;Company Name

Street Address

City, State Zip Code

&nbsp;&nbsp;&nbsp;

Date

Table of Contents

  1. Executive Summary. 2

1.1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Issue. 2

1.2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Anticipated Outcomes. 3

1.3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Risks. 3

1.4.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Recommendation. 3

1.5.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Justification. 3

  1. Problem Definition. 3

2.1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Problem Statement 3

2.2 Environmental Analysis (include Business Process as applicable) 4

2.3 Organizational Impact 4

  1. Project Overview.. 4

3.1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Project Description. 4

3.2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Goals and Objectives. 4

3.3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Project Performance. 5

3.4.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Project Assumptions. 5

3.5.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Project Constraints. 5

3.6.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Major Project Milestones. 5

  1. Strategic Alignment. 6
  2. Alternatives Analysis. 6

5.1 Identification and Analysis of Options. 6

5.2 Identification of Options. 6

5.2.1. Option 1 – <Status Quo>. 6

5.2.2. Option 2 – <Description>. 7

5.2.3. Option 3 – <Description>. 7

  1. Cost Benefit Analysis. 7

6.1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Option 1 (status quo, maintain current system, no project) 7

6.2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Option 2 (outsource) 8

6.3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Option 3 (develop new CMP system in-house) 8

6.4.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Option Rankings. 8

6.0 Recommended Option. 9

7.0&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Approvals. 9

8.0. VERSION HISTORY.. 9

&nbsp;

&nbsp;

&nbsp;

&nbsp;


1.&nbsp;&nbsp;&nbsp;&nbsp; Executive Summary

This section should provide general information on the issues surrounding the business problem and the proposed project or initiative created to address it.&nbsp; Usually, this section is completed last after all other sections of the business case have been written.&nbsp; This is because the executive summary is exactly that, a summary of the detail that is provided in subsequent sections of the document. Avoid ambiguous acronyms, terminology, concepts, etc

Summarize each of the sections in this document concisely by outlining the:

&nbsp;

  • Problem or opportunity
  • What benefits it will provide
  • How it aligns with the goals and objectives of the organization
  • Solution alternatives
  • Recommended Solution
  • Implementation Approach.

&nbsp;

Submission Date&nbsp;
Requested By&nbsp;
Business Owner&nbsp;
Contact Info.&nbsp;
Project Name&nbsp;
Desired Start Date&nbsp;
Requested Budget&nbsp;
Duration&nbsp;
Major Risks&nbsp;

&nbsp;

&nbsp;

1.1.&nbsp;&nbsp; Issue

This section should briefly describe the business problem that the proposed project will address.&nbsp; This section should not describe how the problem will be addressed, only what the problem is.&nbsp; Describe what is happening currently with the services involved, what has led to the current situation, and what is likely to happen if the current situation remains unchanged. Describe in this section the business need, problem, or opportunity that the suggested project will address. This section should also provide a description of the current situation and how it affects the effectiveness and efficiency of the sponsor agency. Also providing an historical background that led to the current situation can be helpful. The characteristics of this section are:

&nbsp;

  • The business need should be clearly defined
  • Statistical data is very helpful to state the current situation and the business need.

&nbsp;

Examples of Business needs, problems, or opportunities are:

  • Not meeting service level expectations
  • Escalating service costs
  • Change in business requirements
  • Change in legislation or regulations affecting a service

&nbsp;

&nbsp;

&nbsp;

1.2.&nbsp;&nbsp; Anticipated Outcomes

This section should describe the anticipated outcome if the proposed project or initiative is implemented.&nbsp; It should include how the project will benefit the business and describe what the end state of the project should be.

&nbsp;

1.3.&nbsp;&nbsp; Risks

Enter basic business and technical risks/issues of executing and/or not executing the project.

  • Business risks:
  • Technical risks:

&nbsp;

1.4.&nbsp;&nbsp; Recommendation

This section summarizes the approach for how the project will address the business problem.&nbsp; This section should also describe how desirable results will be achieved by moving forward with the project.

&nbsp;

1.5.&nbsp;&nbsp; Justification

This section justifies why the recommended project should be implemented and why it was selected over other alternatives.&nbsp; Where applicable, quantitative support should be provided and the impact of not implementing the project should also be stated.

&nbsp;

Examples:

  • 15% reduction in overhead costs in the first 12 months
  • 10% decrease in employee turnover in the first 12 months
  • 50% immediate decrease in time to generate weekly and monthly financial reports
  • 25% immediate decrease in the amount of time it takes to resolve payroll issues

&nbsp;

2.&nbsp;&nbsp;&nbsp;&nbsp; Problem Definition

&nbsp;

2.1.&nbsp;&nbsp; Problem Statement

This section describes the business problem that this project was created to address.&nbsp; The problem may be process, technology, or product/service oriented.&nbsp; This section should not include any discussion related to the solution. Provide a summary of the core business problem, including:

&nbsp;

  • A generic description of the core issue to hand
  • The reasons why the problem exists
  • The elements which create it (e.g. human, process, technology)
  • The impact it is having on the business (e.g. financial, cultural, operational)
  • The timeframes within which it must be resolved. ©

&nbsp;

&nbsp;

2.2 Environmental Analysis (include Business Process as applicable)

Outline the core aspects of the business environment which have derived the need for this project to take place. These may include:

&nbsp;

  • Business Vision, Strategy or Objectives
  • Business processes or technologies which are not operating efficiently
  • New Competitor products or processes which have been identified
  • New technology trends (or opportunities resulting from new technologies introduced)
  • Commercial or operational trends which are driving changes in the business
  • Changes to Statutory, legislative or other environmental requirements. ©


Provide any facts or evidence to support the conclusions drawn above.

&nbsp;

&nbsp;

2.3 Organizational Impact

This section describes how the proposed project will modify or affect the organizational processes, tools, hardware, and/or software.&nbsp; It should also explain any new roles which would be created or how existing roles may change as a result of the project.

&nbsp;

  • Processes:
  • Tools:
  • Roles and Responsibilities:
  • Hardware/Software:

&nbsp;

3.&nbsp;&nbsp;&nbsp;&nbsp; Project Overview

Write this section to ensure that those approving the business case understand the resources (people, cost, time) to complete the whole project. A projected timetable should be presented, including estimates of when key milestones and key services are expected to be delivered.&nbsp; This section describes high-level information about the project to include a description, goals and objectives, performance criteria, assumptions, constraints, and milestones.&nbsp; This section consolidates all project-specific information into one chapter and allows for an easy understanding of the project since the baseline business problem, impacts, and recommendations have already been established.

&nbsp;

3.1.&nbsp;&nbsp; Project Description

This section describes the approach the project will use to address the business problem(s).&nbsp; This includes what the project will consist of, a general description of how it will be executed, and the purpose of it.

&nbsp;

3.2.&nbsp;&nbsp; Goals and Objectives

This section lists the business goals and objectives which are supported by the project and how the project will address them.

&nbsp;

Business Goal/ObjectiveDescription
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;

3.3.&nbsp;&nbsp; Project Performance

This section describes the measures that will be used to gauge the project’s performance and outcomes as they relate to key resources, processes, or services.&nbsp;

&nbsp;

Key Resource/Process/ServicePerformance Measure
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;

&nbsp;

3.4.&nbsp;&nbsp; Project Assumptions

This section lists the preliminary assumptions for the proposed project.&nbsp; As the project is selected and moves into detailed project planning, the list of assumptions will most likely grow as the project plan is developed.&nbsp; However, for the business case there should be at least a preliminary list from which to build.

&nbsp;

3.5.&nbsp;&nbsp; Project Constraints

This section lists the preliminary constraints for the proposed project.&nbsp; As the project is selected and moves into detailed project planning, the list of constraints will most likely grow as the project plan is developed.&nbsp; However, for the business case there should be at least a preliminary list from which to build.

&nbsp;

3.6.&nbsp;&nbsp; Major Project Milestones

This section lists the major project milestones and their target completion dates. Since this is the business case, these milestones and target dates are general and in no way final.&nbsp; It is important to note that as the project planning moves forward, a base-lined schedule including all milestones will be completed.

&nbsp;

Milestones&nbsp;Target Date
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;

&nbsp;

4.&nbsp;&nbsp;&nbsp;&nbsp; Strategic Alignment

All projects should support the organization’s strategy and strategic plans in order to add value and maintain executive and organizational support.&nbsp; This section provides an overview of the organizational strategic plans that are related to the project.&nbsp; This includes the strategic plan, what the plan calls for, and how the project supports the strategic plan.

&nbsp;

Strategic Plan Goal/ObjectiveRelationship to Project
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;

&nbsp;

5.&nbsp;&nbsp;&nbsp;&nbsp; Alternatives Analysis

&nbsp;

5.1 Identification and Analysis of Options

This is a high level analysis of the possible alternatives that could be employed to bridge the gap between the current situation and what is proposed, as outlined in Section 4.

&nbsp;

5.2 Identification of Options

List the options that were identified for analysis.&nbsp; Generally if a detailed analysis of options is required, then fewer significant options are preferable to many.&nbsp; Some options that may need to be considered are:

&nbsp;

Option 1- Do nothing

Option 2 – An option that would achieve the same result as the preferred option

Option 3 – The preferred option

&nbsp;

  • Buy vs. build vs. lease vs. reuse of existing system
  • Outsource vs. in-house development
  • Commercial off the shelf (COTS) vs. Government off the shelf (GOTS)
  • Mainframe vs. server-based vs. clustering
  • Unix vs. Linux vs. Windows]

&nbsp;

5.2.1. Option 1 – <Status Quo>

For each option, the following information should be provided:

  • Benefits / dis-benefits;
  • Costs;
  • Risks;
  • Stakeholder impact;
  • Issues; and
  • Other evaluation or filter criteria, if appropriate.

Note: For many initiatives the benefits/dis-benefits are not directly quantifiable or financial, for example improvements in service delivery or achievement of Government policy objectives. A possible way of assessing these is included in Appendix A.&nbsp; This requires all major stakeholders to be identified. An optional risk analysis worksheet is included in Appendix B.

Costs should include the cost for producing all of the outputs (deliverables), project management costs, risk management costs and quality management costs. These include direct, indirect and recurrent costs to provide a full picture of the associated costs for each option.

&nbsp;

5.2.2. Option 2 – <Description>

Repeat the process as per Option 1.

&nbsp;

5.2.3. Option 3 – <Description>

Repeat the process as per Options 1 and 2.

&nbsp;

6.&nbsp;&nbsp;&nbsp;&nbsp; Cost Benefit Analysis

Many consider this one of the most important parts of a business case as it is often the costs or savings a project yields which win final approval to go forward.&nbsp; It is important to quantify the financial benefits of the project as much as possible in the business case.&nbsp; This is usually done in the form of a cost benefit analysis.&nbsp; The purpose of this is to illustrate the costs of the project and compare them with the benefits and savings to determine if the project is worth pursuing.

&nbsp;

6.1.&nbsp;&nbsp; Option 1 (status quo, maintain current system, no project)

&nbsp;

&nbsp;

6.2.&nbsp;&nbsp; Option 2 (outsource)

6.3.&nbsp;&nbsp; Option 3 (develop new CMP system in-house)

&nbsp;

6.4.&nbsp;&nbsp; Option Rankings

Identify the criteria by which each of the solution options will be assessed. Then agree a rating mechanism for each criteria so that ratings can be added to determine a total score for each option. NB Ratings may be weighted to stress the importance of the criteria being assessed. Complete the following table:

&nbsp;

Criteria©Option 1 (no project; status quo) Keep the mainframe legacy system in placeOption 2 Outsource the implementation of a web-based platformOption 3 Develop software internally
Benefits

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Increased revenue

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Reduced expenditure

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Improved efficiency

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Enhanced quality

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Other

&nbsp;

[1-10 Rating]

&nbsp;

[1-10 Rating]

&nbsp;

[1-10 Rating]

Costs

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; People©

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Physical

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Marketing

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Organizational

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Other

&nbsp;&nbsp;&nbsp;
Feasibility

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Technology components

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; People components

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Process components

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Asset components

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Other

&nbsp;&nbsp;&nbsp;
Risks

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Resourcing

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Technology

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Organizational

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Other

&nbsp;&nbsp;&nbsp;
Total Score&nbsp;&nbsp;&nbsp;

&nbsp;

6.0 Recommended Option

The recommended option from the previous analysis should be identified here

&nbsp;

7.0&nbsp; Approvals

The business case is a document with which approval is granted or denied to move forward with the creation of a project.&nbsp; Therefore, the document should receive approval or disapproval from its executive review board

&nbsp;

The signatures of the people below indicate an understanding in the purpose and content of this document by those signing it.&nbsp; By signing this document you indicate that you approve of the proposed project outlined in this business case and that the next steps may be taken to create a formal project in accordance with the details outlined herein.

&nbsp;

Approver NameTitle SignatureDate
&nbsp;&nbsp;&nbsp;&nbsp;
&nbsp;&nbsp;&nbsp;&nbsp;

&nbsp;

8.0. Version History

[Provide information on how the development and distribution of the Business Case will be controlled and tracked. Use the table below to provide the version number, the author implementing the version, the date of the version, the name of the person approving the version, the date that particular version was approved, and a brief description of the reason for creating the revised version.]

&nbsp;

Version
Number
Implemented

By

Revision

Date

Approved

By

Approval

Date

Description of
Change
1.0&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;

&nbsp;

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Business Case

<Project Name>

&nbsp;Company Name

Street Address

City, State Zip Code

&nbsp;&nbsp;&nbsp;

Date

Table of Contents

  1. Executive Summary. 2

1.1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Issue. 2

1.2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Anticipated Outcomes. 3

1.3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Risks. 3

1.4.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Recommendation. 3

1.5.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Justification. 3

  1. Problem Definition. 3

2.1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Problem Statement 3

2.2 Environmental Analysis (include Business Process as applicable) 4

2.3 Organizational Impact 4

  1. Project Overview.. 4

3.1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Project Description. 4

3.2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Goals and Objectives. 4

3.3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Project Performance. 5

3.4.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Project Assumptions. 5

3.5.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Project Constraints. 5

3.6.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Major Project Milestones. 5

  1. Strategic Alignment. 6
  2. Alternatives Analysis. 6

5.1 Identification and Analysis of Options. 6

5.2 Identification of Options. 6

5.2.1. Option 1 – <Status Quo>. 6

5.2.2. Option 2 – <Description>. 7

5.2.3. Option 3 – <Description>. 7

  1. Cost Benefit Analysis. 7

6.1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Option 1 (status quo, maintain current system, no project) 7

6.2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Option 2 (outsource) 8

6.3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Option 3 (develop new CMP system in-house) 8

6.4.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Option Rankings. 8

6.0 Recommended Option. 9

7.0&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Approvals. 9

8.0. VERSION HISTORY.. 9

&nbsp;

&nbsp;

&nbsp;

&nbsp;


1.&nbsp;&nbsp;&nbsp;&nbsp; Executive Summary

This section should provide general information on the issues surrounding the business problem and the proposed project or initiative created to address it.&nbsp; Usually, this section is completed last after all other sections of the business case have been written.&nbsp; This is because the executive summary is exactly that, a summary of the detail that is provided in subsequent sections of the document. Avoid ambiguous acronyms, terminology, concepts, etc

Summarize each of the sections in this document concisely by outlining the:

&nbsp;

  • Problem or opportunity
  • What benefits it will provide
  • How it aligns with the goals and objectives of the organization
  • Solution alternatives
  • Recommended Solution
  • Implementation Approach.

&nbsp;

Submission Date&nbsp;
Requested By&nbsp;
Business Owner&nbsp;
Contact Info.&nbsp;
Project Name&nbsp;
Desired Start Date&nbsp;
Requested Budget&nbsp;
Duration&nbsp;
Major Risks&nbsp;

&nbsp;

&nbsp;

1.1.&nbsp;&nbsp; Issue

This section should briefly describe the business problem that the proposed project will address.&nbsp; This section should not describe how the problem will be addressed, only what the problem is.&nbsp; Describe what is happening currently with the services involved, what has led to the current situation, and what is likely to happen if the current situation remains unchanged. Describe in this section the business need, problem, or opportunity that the suggested project will address. This section should also provide a description of the current situation and how it affects the effectiveness and efficiency of the sponsor agency. Also providing an historical background that led to the current situation can be helpful. The characteristics of this section are:

&nbsp;

  • The business need should be clearly defined
  • Statistical data is very helpful to state the current situation and the business need.

&nbsp;

Examples of Business needs, problems, or opportunities are:

  • Not meeting service level expectations
  • Escalating service costs
  • Change in business requirements
  • Change in legislation or regulations affecting a service

&nbsp;

&nbsp;

&nbsp;

1.2.&nbsp;&nbsp; Anticipated Outcomes

This section should describe the anticipated outcome if the proposed project or initiative is implemented.&nbsp; It should include how the project will benefit the business and describe what the end state of the project should be.

&nbsp;

1.3.&nbsp;&nbsp; Risks

Enter basic business and technical risks/issues of executing and/or not executing the project.

  • Business risks:
  • Technical risks:

&nbsp;

1.4.&nbsp;&nbsp; Recommendation

This section summarizes the approach for how the project will address the business problem.&nbsp; This section should also describe how desirable results will be achieved by moving forward with the project.

&nbsp;

1.5.&nbsp;&nbsp; Justification

This section justifies why the recommended project should be implemented and why it was selected over other alternatives.&nbsp; Where applicable, quantitative support should be provided and the impact of not implementing the project should also be stated.

&nbsp;

Examples:

  • 15% reduction in overhead costs in the first 12 months
  • 10% decrease in employee turnover in the first 12 months
  • 50% immediate decrease in time to generate weekly and monthly financial reports
  • 25% immediate decrease in the amount of time it takes to resolve payroll issues

&nbsp;

2.&nbsp;&nbsp;&nbsp;&nbsp; Problem Definition

&nbsp;

2.1.&nbsp;&nbsp; Problem Statement

This section describes the business problem that this project was created to address.&nbsp; The problem may be process, technology, or product/service oriented.&nbsp; This section should not include any discussion related to the solution. Provide a summary of the core business problem, including:

&nbsp;

  • A generic description of the core issue to hand
  • The reasons why the problem exists
  • The elements which create it (e.g. human, process, technology)
  • The impact it is having on the business (e.g. financial, cultural, operational)
  • The timeframes within which it must be resolved. ©

&nbsp;

&nbsp;

2.2 Environmental Analysis (include Business Process as applicable)

Outline the core aspects of the business environment which have derived the need for this project to take place. These may include:

&nbsp;

  • Business Vision, Strategy or Objectives
  • Business processes or technologies which are not operating efficiently
  • New Competitor products or processes which have been identified
  • New technology trends (or opportunities resulting from new technologies introduced)
  • Commercial or operational trends which are driving changes in the business
  • Changes to Statutory, legislative or other environmental requirements. ©


Provide any facts or evidence to support the conclusions drawn above.

&nbsp;

&nbsp;

2.3 Organizational Impact

This section describes how the proposed project will modify or affect the organizational processes, tools, hardware, and/or software.&nbsp; It should also explain any new roles which would be created or how existing roles may change as a result of the project.

&nbsp;

  • Processes:
  • Tools:
  • Roles and Responsibilities:
  • Hardware/Software:

&nbsp;

3.&nbsp;&nbsp;&nbsp;&nbsp; Project Overview

Write this section to ensure that those approving the business case understand the resources (people, cost, time) to complete the whole project. A projected timetable should be presented, including estimates of when key milestones and key services are expected to be delivered.&nbsp; This section describes high-level information about the project to include a description, goals and objectives, performance criteria, assumptions, constraints, and milestones.&nbsp; This section consolidates all project-specific information into one chapter and allows for an easy understanding of the project since the baseline business problem, impacts, and recommendations have already been established.

&nbsp;

3.1.&nbsp;&nbsp; Project Description

This section describes the approach the project will use to address the business problem(s).&nbsp; This includes what the project will consist of, a general description of how it will be executed, and the purpose of it.

&nbsp;

3.2.&nbsp;&nbsp; Goals and Objectives

This section lists the business goals and objectives which are supported by the project and how the project will address them.

&nbsp;

Business Goal/ObjectiveDescription
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;

3.3.&nbsp;&nbsp; Project Performance

This section describes the measures that will be used to gauge the project’s performance and outcomes as they relate to key resources, processes, or services.&nbsp;

&nbsp;

Key Resource/Process/ServicePerformance Measure
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;

&nbsp;

3.4.&nbsp;&nbsp; Project Assumptions

This section lists the preliminary assumptions for the proposed project.&nbsp; As the project is selected and moves into detailed project planning, the list of assumptions will most likely grow as the project plan is developed.&nbsp; However, for the business case there should be at least a preliminary list from which to build.

&nbsp;

3.5.&nbsp;&nbsp; Project Constraints

This section lists the preliminary constraints for the proposed project.&nbsp; As the project is selected and moves into detailed project planning, the list of constraints will most likely grow as the project plan is developed.&nbsp; However, for the business case there should be at least a preliminary list from which to build.

&nbsp;

3.6.&nbsp;&nbsp; Major Project Milestones

This section lists the major project milestones and their target completion dates. Since this is the business case, these milestones and target dates are general and in no way final.&nbsp; It is important to note that as the project planning moves forward, a base-lined schedule including all milestones will be completed.

&nbsp;

Milestones&nbsp;Target Date
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;

&nbsp;

4.&nbsp;&nbsp;&nbsp;&nbsp; Strategic Alignment

All projects should support the organization’s strategy and strategic plans in order to add value and maintain executive and organizational support.&nbsp; This section provides an overview of the organizational strategic plans that are related to the project.&nbsp; This includes the strategic plan, what the plan calls for, and how the project supports the strategic plan.

&nbsp;

Strategic Plan Goal/ObjectiveRelationship to Project
&nbsp;&nbsp;
&nbsp;&nbsp;
&nbsp;&nbsp;

&nbsp;

5.&nbsp;&nbsp;&nbsp;&nbsp; Alternatives Analysis

&nbsp;

5.1 Identification and Analysis of Options

This is a high level analysis of the possible alternatives that could be employed to bridge the gap between the current situation and what is proposed, as outlined in Section 4.

&nbsp;

5.2 Identification of Options

List the options that were identified for analysis.&nbsp; Generally if a detailed analysis of options is required, then fewer significant options are preferable to many.&nbsp; Some options that may need to be considered are:

&nbsp;

Option 1- Do nothing

Option 2 – An option that would achieve the same result as the preferred option

Option 3 – The preferred option

&nbsp;

  • Buy vs. build vs. lease vs. reuse of existing system
  • Outsource vs. in-house development
  • Commercial off the shelf (COTS) vs. Government off the shelf (GOTS)
  • Mainframe vs. server-based vs. clustering
  • Unix vs. Linux vs. Windows]

&nbsp;

5.2.1. Option 1 – <Status Quo>

For each option, the following information should be provided:

  • Benefits / dis-benefits;
  • Costs;
  • Risks;
  • Stakeholder impact;
  • Issues; and
  • Other evaluation or filter criteria, if appropriate.

Note: For many initiatives the benefits/dis-benefits are not directly quantifiable or financial, for example improvements in service delivery or achievement of Government policy objectives. A possible way of assessing these is included in Appendix A.&nbsp; This requires all major stakeholders to be identified. An optional risk analysis worksheet is included in Appendix B.

Costs should include the cost for producing all of the outputs (deliverables), project management costs, risk management costs and quality management costs. These include direct, indirect and recurrent costs to provide a full picture of the associated costs for each option.

&nbsp;

5.2.2. Option 2 – <Description>

Repeat the process as per Option 1.

&nbsp;

5.2.3. Option 3 – <Description>

Repeat the process as per Options 1 and 2.

&nbsp;

6.&nbsp;&nbsp;&nbsp;&nbsp; Cost Benefit Analysis

Many consider this one of the most important parts of a business case as it is often the costs or savings a project yields which win final approval to go forward.&nbsp; It is important to quantify the financial benefits of the project as much as possible in the business case.&nbsp; This is usually done in the form of a cost benefit analysis.&nbsp; The purpose of this is to illustrate the costs of the project and compare them with the benefits and savings to determine if the project is worth pursuing.

&nbsp;

6.1.&nbsp;&nbsp; Option 1 (status quo, maintain current system, no project)

&nbsp;

&nbsp;

6.2.&nbsp;&nbsp; Option 2 (outsource)

6.3.&nbsp;&nbsp; Option 3 (develop new CMP system in-house)

&nbsp;

6.4.&nbsp;&nbsp; Option Rankings

Identify the criteria by which each of the solution options will be assessed. Then agree a rating mechanism for each criteria so that ratings can be added to determine a total score for each option. NB Ratings may be weighted to stress the importance of the criteria being assessed. Complete the following table:

&nbsp;

Criteria©Option 1 (no project; status quo) Keep the mainframe legacy system in placeOption 2 Outsource the implementation of a web-based platformOption 3 Develop software internally
Benefits

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Increased revenue

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Reduced expenditure

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Improved efficiency

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Enhanced quality

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Other

&nbsp;

[1-10 Rating]

&nbsp;

[1-10 Rating]

&nbsp;

[1-10 Rating]

Costs

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; People©

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Physical

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Marketing

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Organizational

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Other

&nbsp;&nbsp;&nbsp;
Feasibility

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Technology components

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; People components

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Process components

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Asset components

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Other

&nbsp;&nbsp;&nbsp;
Risks

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Resourcing

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Technology

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Organizational

·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Other

&nbsp;&nbsp;&nbsp;
Total Score&nbsp;&nbsp;&nbsp;

&nbsp;

6.0 Recommended Option

The recommended option from the previous analysis should be identified here

&nbsp;

7.0&nbsp; Approvals

The business case is a document with which approval is granted or denied to move forward with the creation of a project.&nbsp; Therefore, the document should receive approval or disapproval from its executive review board

&nbsp;

The signatures of the people below indicate an understanding in the purpose and content of this document by those signing it.&nbsp; By signing this document you indicate that you approve of the proposed project outlined in this business case and that the next steps may be taken to create a formal project in accordance with the details outlined herein.

&nbsp;

Approver NameTitle SignatureDate
&nbsp;&nbsp;&nbsp;&nbsp;
&nbsp;&nbsp;&nbsp;&nbsp;

&nbsp;

8.0. Version History

[Provide information on how the development and distribution of the Business Case will be controlled and tracked. Use the table below to provide the version number, the author implementing the version, the date of the version, the name of the person approving the version, the date that particular version was approved, and a brief description of the reason for creating the revised version.]

&nbsp;

Version
Number
Implemented

By

Revision

Date

Approved

By

Approval

Date

Description of
Change
1.0&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;

&nbsp;

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