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Rejected! How to Avoid Marginal Business Cases
It’s best to start with a check on where we are in the business case process. This is the third in a series of articles aimed at preparing a project business case that is believable, funding-friendly and ready for profitable delivery. For context, the first two articles were:
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Shaky Spreadsheets: Making the Business Case Believable. This article lays out the problems with how business cases are prepared. It points to four big changes required: 1) make a business case, not unsubstantiated claims; 2) use appropriate financial tools; 3) calculate and value business benefits, not just saved costs; 4) prepare spreadsheets with care.
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Einstein’s Blackboard: How to Begin a Business Case. This article addresses the common challenge of approaching technology projects with a solution already in mind. It recommends every business case start in the same way. First, recognize that the objective for all technology projects is to increase shareholder value--the ultimate stakeholder. Second, start each business case with a sharp, concise statement of the operating improvement opportunity, or problem.
By this point in the business case process, you have a problem (or, hopefully, an opportunity) potentially worth solving. The focus of this article is answering the next question: so what? It’s time to prove that the problem …
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You may have to fight a battle more than once to win it. - Margaret Thatcher |