Writing business cases in IT tips?
Discussion
Hi,
As part of my job, I sometimes need to write a business case to propose new software. While I (often the implemeneter, know the benefits really well, I need to present this to a person or board, known to not really take any notice. In fact, more experienced colleagues also struggle to get their business cases read and approved.
That being said, I've looked at business case tips for IT Projects, but what advice do you have to write successful business cases in difficult working environments?
Thanks!
As part of my job, I sometimes need to write a business case to propose new software. While I (often the implemeneter, know the benefits really well, I need to present this to a person or board, known to not really take any notice. In fact, more experienced colleagues also struggle to get their business cases read and approved.
That being said, I've looked at business case tips for IT Projects, but what advice do you have to write successful business cases in difficult working environments?
Thanks!
The important thing is to see the decision from their point of view. Nobody outside of IT will care about keeping up with technology, or supportability, or the age of hardware (or whatever) unless you express it in terms that are meaningful to their frame of reference. For example, if the business is growing its staff numbers, then you may need more helpdesk people to maintain a service level. Unless you get some new management software, in which case you can cope with X% growth in numbers. Or, you have 100 tickets a week on a certain type of printer - replace it and save $xx.
What do your "internal customers" want? Better interface? Lower costs? Faster software development? Mobile clients? Think of their drivers, not yours, and express it in those terms.
As to them not reading it, you have to play the game. Get to someone (or more than one person) on the board and ask them to sponsor your business. case. Ask them to review it before you submit - people are usually happy to share their expertise and experience. That way you have one or two who have already mentally agreed with it. And keep it short. Exec summary with bullet points, key metrics section with costs/ROI/timescales. Not too much detail.
What do your "internal customers" want? Better interface? Lower costs? Faster software development? Mobile clients? Think of their drivers, not yours, and express it in those terms.
As to them not reading it, you have to play the game. Get to someone (or more than one person) on the board and ask them to sponsor your business. case. Ask them to review it before you submit - people are usually happy to share their expertise and experience. That way you have one or two who have already mentally agreed with it. And keep it short. Exec summary with bullet points, key metrics section with costs/ROI/timescales. Not too much detail.
Edited by mr_spock on Saturday 25th February 20:15
As above; less is more for an initial outline business case (unless your past that and this is the full case). Give them the benefit in terms of what the key issues are for the company at that time. Link it to their current challenges and strategy. If you can't, then it probably won't (maybe even shouldn't) fly.
If they want more info, they'll certainly ask.
Good luck!
If they want more info, they'll certainly ask.
Good luck!
Generally the decision makers are driven by money and risk. Focus on return on investment (ROI) e.g. this will cost £100,000, but will save £200,000 over three years. Business cases will generally focus on saving money or time (reduced headcount, doing job faster), increasing quality (better products/services for your customers) or reducing risk.
I think the answers above have this covered well.
I review about a dozen a month and have to take a couple (£100k+) decisions up to our board for approval.
I often take 15 page business cases and turn them into 15 line emails.
I focus on
What WILL be different (not on what COULD be different)
Also focus on what really matters (to the business , which generally is stuff for customers, frontline colleagues or real hard cost savings that will be realised).
Telling the story is an art......as is getting the balance right between making the decision compelling/ urgent and making them feel 'backed into a corner'.
I review about a dozen a month and have to take a couple (£100k+) decisions up to our board for approval.
I often take 15 page business cases and turn them into 15 line emails.
I focus on
What WILL be different (not on what COULD be different)
Also focus on what really matters (to the business , which generally is stuff for customers, frontline colleagues or real hard cost savings that will be realised).
Telling the story is an art......as is getting the balance right between making the decision compelling/ urgent and making them feel 'backed into a corner'.
Pretty much duplicating what has already been said, but people love cold, hard numbers.
If you can state that you will win X more new deals because of this new feature which is worth X.. Or a service team will save X time a month because of a change you are implementing.
Execs will lap it up and be much more inclined to make what you believe is the right decision.. All you need to be able to do is demonstrate some basic, but reasonable logic behind your calculations.
If you can state that you will win X more new deals because of this new feature which is worth X.. Or a service team will save X time a month because of a change you are implementing.
Execs will lap it up and be much more inclined to make what you believe is the right decision.. All you need to be able to do is demonstrate some basic, but reasonable logic behind your calculations.
I only see 3 types of business case
1) ROI - Will bring profit/sales/cost reduction to the business
2) Essential e.g. we're opening a new warehouse so need tools/systems
3) Innovation - We think this will be a big idea
I should say under essential are things like Security, software upgrades etc which usually have a "risk" based business case.
What to put in... As above, cold hard numbers work well, but in todays age, the security risks/SOX/audit issue is a key selling point. I never accept an ROI business case without a senior business sponsor (VP level) so it shows commitment on their part.
1) ROI - Will bring profit/sales/cost reduction to the business
2) Essential e.g. we're opening a new warehouse so need tools/systems
3) Innovation - We think this will be a big idea
I should say under essential are things like Security, software upgrades etc which usually have a "risk" based business case.
What to put in... As above, cold hard numbers work well, but in todays age, the security risks/SOX/audit issue is a key selling point. I never accept an ROI business case without a senior business sponsor (VP level) so it shows commitment on their part.
Z064life said:
In this case the business case is for 2).
I've got a fair bit written up now, anyone keen for reviewing? The tips are great but I don't know where what I have written stands against a successful business case for budget.
Thanks for the help guys!
If you were on the Board, would you buy in to it from what is written?I've got a fair bit written up now, anyone keen for reviewing? The tips are great but I don't know where what I have written stands against a successful business case for budget.
Thanks for the help guys!
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