A Business Analyst Approach -Developing A Business Case That Delivers Value To Your Business

1. A Business Analyst Approach
Developing A Business Case That Delivers Value To
Your Business
The Webinar Will Start Shortly
Sunday, 19 April 2015 ● 16:30 – 17:30 (UAE)
Presenter: Frederique Balard

2. Housekeeping
• Slides will be available on our SlideShare page; the link will be emailed
to you
• Recording of the webinar will be available to download; the link will
be emailed to you
• Take the time to complete a post-webinar survey that will pop up at
the end
• You can type your questions throughout the session
• Time will be allocated in the end for the speaker to address your
questions

3. Your Presenter
Frederique Balard, has 15 years of experience in Asia Pacific in the field of
Business Analysis and Project Management, with a breadth of experience
drawn from a diverse range of industries, including banking, consulting,
manufacturing, IT and telecommunication.
Throughout her professional career, she has regularly conducted
professional training, seminar and mentoring activities. She is currently an
instructor, in Europe and the Middle East, in the area of project
management, business analysis, quality management (including BPR –
Business Process Reengineering), and business strategy.

4. Agenda
• Why do we develop Business cases?
• Key components of a Business case
• Importance of identifying Benefits
• Role of the Business Analyst
• How we can integrate Benefits to the business
case
• Setting the foundation for the rest of the project
• Questions & Answers

5. Why do we develop Business cases?
• A business case is : “a document that describes the
necessary information from a business standpoint to
determine whether or not the project is worth the
required investment. It is commonly used for decision
making by managers or executives” 1
1PMBOK® Guide, Fifth Edition, p. 69
PMBOK is a registered mark of the Project Management Institute, Inc.
• It can originate from various part of the organisation but
it is usually developed during the Enterprise Analysis
effort.
• It helps determine which projects/initiatives the
organization should undertake.

6. Key Components of the BC
A Business Case traditionally includes:
– Executive summary
– Project description
• Purpose and background
• Scope / high level solution requirements
• Assumption, dependencies and constraints
• Risks
– Project Economics
• Economics indicators: ROI, IRR,…
• Estimates used for developing the indicators
– Proposed Project schedule
– Appendixes
But often developing a business case means focusing mostly
on justifying the initiative on financial grounds:
– Is the expected annual percent return on investment acceptable
compared to alternatives?

7. How do we assess project success?
• On time, on budget and as per scope.
• Deliverables are completed and accepted.
But in reality what an organisation wants to know is
how well the project delivers the expected business
value / are the expected benefits realised?

8. Importance of identifying Benefits
By focusing on Benefits, at the time when we are
developing the business case, we can:
• Start with the end in mind (what do we hope to
realise? What is the value expected?)
• Align the initiative/project with the business strategy
• Clearly understand the “true” value of the initiative
• Ensure the organisation has an effective business case
– not just a justification for an investment opportunity
A benefit is : a measurable improvement which contributes
to one or more organisational objectives.

9. Critical role of the Business Analyst?
The Business Analyst can contribute to making a more
effective business case, by identifying the expected benefits,
based on his/her:
• understanding of both the organisation’s strategy
(including the enterprise architecture) and the
organisation’s operations.
• ability to act as a liaison among all stakeholders.
• business analyst’s tools and techniques.
• unique insights into both the problem/opportunities and
the solution requirements.

10. How to integrate Benefit targets to the
Business Case
• Identify benefit targets that will contribute to at least
one or more strategic objectives
• Be realistic and focus on tracking the metrics that
matter
• Define clearly the metric to be used and establish a
current baseline
• Set and agree targets at each milestone for each
benefit and each benefit owner
• Can be measured in either monetary or non
monetary terms – be creative on the non monetary

11. Examples of Benefits and metrics
• ERP Implementation project:
– Deliverable: ERP system implemented
– Benefit targets:
• Greater Stock accuracy : Real time stock value, reduction of
the level of discrepancy between stock level and actual stock
from 5% to less than 2%,…
• Reduce time taken to do the monthly account closure from 6
days to 3 days
• Internet banking application for smart phone
– Project deliverable: a secure internet banking phone
apps
– Benefits targets:
• Increase market share by 10% in the 18 to 24 age group
• Improve visibility of the brand, easier access to information,
increase customer satisfaction,….

12. What is required to make it happen?
• Ownership is key
• Do not reinvent the wheel – use measure available
• Use more than one measure
• Be outcome driven
• Do not just limit in delivering the benefit but in
maximising the benefits.

13. Set the foundation for the rest of the
project
Benefit targets will then be used to:
• Give direction for the project team and stakeholders
• Give focus on what need to be achieved
• Support when changes happen to make right decision
• Go beyond project completion
The Business Case become the strategic driver from project
initiation to project execution to long term operation. It
supports the strategy implementation and measure the
“true” success of a project.

14. Conclusion
“If you want to build a ship, don’t
drum up the men to gather wood,
divide the work, and give orders.
Instead, teach them to yearn for the
vast and endless sea.”
Quotation from Antoine de Saint-Exupery