This document provides an overview of key aspects involved in developing a business case for a project. It discusses what a business case is, its purpose, and key elements that should be included. The document outlines the typical phases and structure of a project, including project strategy and business case development, preparation, design, development and testing, training, support and benefits realization, close, and highlights for each phase. It also covers developing the business case document, including sections on the executive summary, problem statement, analysis, solution options, project description, cost-benefit analysis, recommendations, and things to check before presenting the business case. The overall summary is on developing a strong, evidence-based rationale for undertaking a new project or initiative.

1. Business Case Writing
Prof. Dimitrios P. Kamsaris

2. Project
• Project: an individual or collaborative enterprise,
((involving research or design), that is carefully
planned, by project team, to achieve a particular
aim.
• Project: a set of interrelated tasks to be executed
over a fixed period and within certain cost and
other limitations.
• Project may be a part of a wider program
management.

3. Project Objectives
• Project objectives define target status at the end of
the project, reaching of which is considered necessary
for the achievement of planned benefits.
• They can be formulated as SMART criteria:
– Specific
– Measurable achievement
– Achievable
– Realistic (given the current state of organizational
resources)
– Time terminated (bounded)

4. Project Objectives
• Evaluation (measurement): occurs at project closure.
• A continuous guard on the project progress should be
kept by monitoring and evaluating.
• Note that SMART is best applied for incremental-type
innovation projects.
• For radical-type projects it does not apply so well.
• Goals for such projects tend to be broad, qualitative,
stretch/unrealistic and success will be driven.

6. Project Phases
• Phases: very important for project managers.
• Phases: ensure that the
– deliverables produced at the end of each phase meet
their purpose,
– project team members (sub-teams) are properly prepared
for the next phase.
• You identify the required deliverables for each phase
from the Work Breakdown Structure (WBS) for it.
• WBS: drafted as part of your preparation activities,
and then validated by the rest of the project team.

7. Project Phases
• At the end of each phase, someone signs off
on the deliverables from that phase.
• Once the deliverables are approved, the
phase is completed and the project team can
pass through the "gate" to the next phase.

8. Phases
• The exact phases, and the order in which they're completed, may vary
slightly, depending on what you need to achieve with your project.
• The phases are as follows:
– Project strategy and business case
– Preparation
– Design
– Development and testing
– Training and business readiness
– Support and benefits realization
– Project close
– Let's explore each phase in more detail

9. Project Strategy and Business Case
• In this phase, you define the overall project
business requirement, and propose the
approach or methodology that you want to
use to address it.
• The gate at the end of this phase is the
approval of your high-level project proposal
and of the business case that validates the
approach you want to use.

10. Project Strategy and Business Case
• You must also show that you can achieve the
project's goal within the required timelines
and budget.
– Tip:
• Make sure that you review the business case at the
end of each project phase to ensure that it’s still valid.
• If anything has changed, revise it as needed.

11. Preparation
• Work with key stakeholders and project team
members who have already been identified to
establish and start the project:
– Complete a high-level Work Breakdown Structure
– Determine the project's high-level plan at the
milestone level.
– Identify and recruit project members.
– Produce the Project Initiation Document.
– Select third parties to use in early project phases.
– Put actions in place to secure key resources.

12. Design
• Start the work involved with creating the
project's deliverables, using the project
strategy, business case, and Project Initiation
Document as your starting point.
• Then work with relevant stakeholders to
develop the designs of the main deliverables.
• In larger projects, use business analysts

13. Design
• You probably have a project board or project
sponsor who is responsible for signing off the
overall design, but make sure you also get input
from other stakeholders as well.
• This helps build business ownership of the
project deliverables.
• If changes to processes are required, use a Flow
Chart to create a detailed map of how things will
work.

14. • At this stage, you must do everything you can to think
through and deal with project issues before you start
to build project deliverables – problems are easier and
cheaper to fix at design stage than once the detailed
work of implementation has started.
• A good detailed design is more likely to lead to a good
project deliverable.
• If the detailed design is poor, the project deliverables
are much less likely to meet requirements!
Design

15. Design
• Tip:
– For projects that have significant technical risks
and uncertainties, include a feasibility phase.
– This increases your certainty that what you're
planning will work, while allowing you to cancel
the project at minimum cost if the proof-of-
concept fails.

16. Development and Testing
• With all of the planning and designing
complete, the project team can now start to
develop and build the components of the
project output – whether it's a piece of
software, a bridge, or a business process.
• As part of this phase, you need to test these
components thoroughly to confirm that they
work as they should.

17. Training and Business Readiness
• This stage is all about preparing for the
project launch or "go live." Do the following
things during this phase:
– Train users
– Put in place ongoing support
– Transfer data to new systems
– Identify what's required for the project to be
effective from the launch date, and ensure that
you adequately address this

18. Support and Benefits Realization
• Make sure you provide transitional support to
the business after the project is launched, and
consider what's required before your team
members are reassigned.
• Project teams are often assigned to other
work too soon after the project has gone
"live", meaning that project benefits are often
not fully realized.

19. Support and Benefits Realization
• Monitor the delivery of project benefits
• You can use this to promote your project or to
give you info about other actions needed to
ensure that the project is successful.
• You can monitor benefits as part of "business
as usual" activities, and you should (ideally)
continue to do so after the project is closed.

20. Project Close
• Closing a project is not the most exciting part
of the project lifecycle, but, if you don't do it
properly, you may obstruct the ongoing
delivery of benefits to the organization. Make
sure you do the following:
– Complete and store documentation.
– Carry out a Post-Implementation Review, so that
you and your colleagues can use the experience
you've gained in future projects.

21. Project Close
• Use your business connections to reassign
project team members to appropriate roles in
the organization.
• You don't want to lose the experience and
knowledge that they've gained from working
on the project.

22. Business Case

23. Business Case
• Business case: captures the reasoning for
initiating a project or task.
• It is presented in a well-structured written
document, or as short verbal argument or
presentation.
• Logic of business case:
– whenever resources (money, effort) are consumed,
they should be in support of a specific business need.

24. • Example: a software upgrade might improve
system performance, but the "business case" is
that better performance would improve
customer satisfaction, require less task
processing time, or reduce system maintenance
costs.
• A compelling business case adequately captures
both the quantifiable and non-quantifiable
characteristics of a proposed project.
Business Case

25. Business Case• Information included in a formal business case:
– background of the project,
– expected business benefits,
– options considered,
– expected costs of the project,
– a gap analysis
– expected risks.
• Consideration should also be given to the option of doing nothing
including the costs and risks of inactivity.

26. • From this information, the justification for the
project is derived.
• Building the business case:
– It is not the job of the project manager,
– responsibility of stakeholders and sponsors.
Business Case

27. Business Cases/Decision-Makers
• Business cases are created to help decision-
makers ensure that:
– The proposed initiative will have value and
relative priority compared to alternative
initiatives based on the objectives and expected
benefits laid out in the business case.
– The performance indicators found in the business
case are identified to be used for proactive
realization of the business and behavioral change.

28. Business Case Process
• The business case process should be designed
to be:
– Adaptable: tailored to the size and risk of the
proposal
– Consistent: the same basic business issues are
addressed by every Project
– Business oriented: concerned with the business
capabilities and impact, rather than having a
technical focus

29. Business Case Process
– Comprehensive: includes all factors relevant to a
complete evaluation
– Understandable: the contents are clearly relevant,
logical and, although demanding, are simple to
complete and evaluate
– Measurable: all key aspects can be quantified so their
achievement can be tracked and measured
– Transparent: key elements can be justified directly
– Accountable: accountability and commitments for the
delivery of benefits and management of costs are
clear.

30. Key Elements of the Business Case Report

31. • A good business case report, which brings
confidence and accountability into the field of
making investment decisions,
– is a compilation of all info collected during
enterprise analysis and the business case process.
• Key purpose is to
– provide evidence and justification for continuing
with the investment proposition.
Key Elements of the Business Case Report

32. Structure
• Preface
• Table of Contents
• Executive Briefing
– Recommendation
– Summary of Results
– Decision to be Taken
• Introduction
– Business Drivers
– Scope
– Financial Metrics

33. Structure
• Analysis
– Assumptions
– Cash Flow Statement (NPV)
– Costs
– Benefits
– Risk
– Strategic Options
– Opportunity Costs
• Conclusion, Recommendation, and Next Steps
• Appendix

34. Review and Approval
• At various stages in the project, the business case
should be reviewed to ensure that:
– The justification is still valid.
– The project will deliver the solution to the business
need.
– The result of a review may be the termination or
amendment of the project.
– The business case may also be subject to amendment
if the review concludes that the business need has
abated or changed, this will have a knock on effect on
the project.

35. Public Sector Projects
• Many public sector projects are now required to
justify their need through a business case.
• In the public sector, the business case is argued
in terms of Cost–benefit analysis, which may
include both financial and non-financial cost and
benefits.
• This allows the business to take into account
societal and environmental benefits, allowing a
more comprehensive understanding of economic
impacts.

36. How to Write a Business Case
• A business case document is a formal, written
argument intended to convince a decision
maker to approve some kind of action.
• A well-crafted business case explores all
feasible approaches to a given problem and
enables business owners to select the option
that best serves the organization.

37. Before Start Writing Your Business
Case• Creating a business case document is the last of
several stages that must be completed before
you present it.
• Throughout these stages, it may become
apparent that the project is not currently
feasible.
• Because business case development can be time-
consuming, it’s important to make that
evaluation as early in the process as possible.

38. Before Start Writing Your Business
Case• First stage of preparation: thorough analysis of the situation that led to
the initiative for the project.
• Once the problem is thoroughly understood and articulated, it’s essential
to determine the
– requirements for creating the business case and
– a rough estimate of the requirements for the project.
• These requirements include
– time
– human resources required
– deadlines for return on investment (ROI)
– project or project phases.

39. Before Start Writing Your Business
Case
• Identify all the sources of data that will be
required to support the business case.
• These sources may include
– financial sources from within the company,
– case studies from similar projects,
– historical data,
– industry analysis and forecasts,
– demographic studies.

40. Before Start Writing Your Business
Case
• After collecting info, you should take the preliminary
plans for the business case to one or more people who
will have input into the decision.
– Ask them for their ideas related to the project,
– their opinions about the project’s worth
– feasibility,
– their support.
• Based on all the inputs available, you should have an
idea of how likely it is that the project will be
approved.
• Use that determination to decide whether or not to go
ahead and write the document.

41. The Executive Summary

42. The Executive Summary
• Executive summary: high-level view of the business
case document.
• It explains, in a condensed form and plain language,
– the problem that the proposed project is intended to
solve,
– the major considerations,
– the resources required to complete the project,
– the desired outcome,
– the predicted return on investment
– projection of when that ROI should be achieved.

43. The Executive Summary
• Because some stakeholders may read the
executive summary, it's crucial to include any
info that is essential to an informed decision.
• Executive summary is presented at the first
but written after the rest of the document is
completed.

44. Problem Statement
• This section is a straightforward articulation of
the problem that the project is supposed to
solve.
• It identifies the area or areas where there are
issues that need to be addressed, such as
– inefficiencies,
– missed opportunities,
– unacceptable market performance
– unfavorable consumer response to a product or
service.

45. Analysis of the Situation
• This section describes the situation behind
the problem in more detail and how the
situation came about.
• It provides general projections about
potential events if the current situation
continues.
• The conclusion of the analysis should lead
naturally to the next section.

46. Solution Options
• In this section,
– you identify potential solutions to the problem
and
– describe them in sufficient detail for the reader to
understand them.
• For most problems, there are multiple
solutions possible and you should explore all
solutions that are potentially the best option.

47. Project Description
• This section describes the project, including
– all the resources required for its implementation,
– the project budget
– timeline with measurable goals for milestones.
• List assumptions that the reader should be aware
of:
– government regulations related to the project will not
change.
– completion of other projects
– availability of key individuals.

48. Project Description• Note risks involved with the project and briefly sketch
a plan for dealing with them.
• In budget section: include financial projections for
relevant metrics such as ROI and total cost of
ownership (TCO).
• You should also include a figure (additional 15-20% of
the total -- for scope creep.
• Identify and describe all stages of the project,
including a post-project review.
• Include measurable criteria to determine the success
of the project.

49. Cost-Benefit Analysis
• This section evaluates the costs and benefits
for all options, including
– the proposed solution to the problem
– any likely alternatives, like taking no action at all.
• Illustrate your case with data from similar
projects and case studies, if possible.
• Charts and graphs are often included in this
section or may be in an appendix at the end

50. Cost-Benefit Analysis
• Graphs can illustrate points that are hard to
extrapolate from text-based data, so be sure
to include as many as will be helpful.
• The cost-benefit analysis should include the
projected financial benefit to the company
and a projection of when that payoff is
expected.

51. Recommendations
• In this section, you make your
recommendations for the project and how it
is to be conducted.
• The recommendation for implementation is a
brief restatement of compelling results of the
cost-benefit analysis and a final statement
that you believe the project should go ahead.

52. Recommendations• Articulate the circumstances under which it should be
undertaken, including key individuals and actions.
• Include a recommendation for scheduled reexamination of
the project status.
• If there is any question as to the availability of key
resources, make that clear. Include a recommendation for
regularly scheduled reexamination of the project status.
• Refer the reader back to relevant document sections and
graphical presentations where it might be helpful.

53. Before you Present your Business Case
• Check your document content to ensure that it's
well-constructed and includes all the key
elements.
• Following is a sample business case checklist:
– Does your problem statement follow naturally from
the analysis of the situation?
– Does the problem statement clearly indicate that
action should be taken?
– Is your list of potential solutions to the problem
adequate? Does it omit any solutions that should be
included?

54. Before you Present your Business Case
– Is your project description detailed enough?
– Are the data and calculations in the budget section
correct?
– Do you have enough supporting data in your cost-
benefit analysis?
– Have you approached at least one major stakeholder
for preliminary support?
– Does your executive summary include all the
essential elements and follow the same order as the
complete document?

55. Before you Present your Business Case
• There may be elements that are important to your particular
business case.
• This is a good point at which to step away from the document,
put it away and return with fresh eyes.
• Add any new items that occur to the checklist and determine if
you've satisfied their requirements.
• Once you've checked off all the items on the list and adjusted
the business case document where required, read your
document over carefully for clarity.

56. Before you Present your Business Case
• It should flow logically and read well, and it should be free of
grammatical and spelling errors.
• Run spell-check -- but keep your eyes open for the types of
errors that spell check misses.
• Finally, have at least one other person read the document over
with a critical eye.

57. How to Build a Better Business Case
• The prime objective of a business case is to persuade senior
management to invest
– company’s money, time and resources in your investment
project rather than in a competing one.
• However, most business cases that product managers create
aim to persuade their company to develop or enhance a
product.

58. How to Build a Better Business Case

59. • A business case is a fundamental part of the product
development process.
• It is normal for business cases to go through a series of
iterations of increasing rigor throughout the product innovation
stage.
• A ‘high-level’ business case is often further refined in the lead-
up to development as assumptions and costs become clearer.
• When you set out you may not know whether your business
case will ‘stack up’, however by the time you finish you should
have a detailed understanding of the business opportunities
and risks for your product.
How to Build a Better Business Case

60. Understand the Objectives
• Most business cases start as a business idea validated
with some
– market research,
– anecdotal customer evidence
– gut feel.
• The first step is to find an executive sponsor who cares
about your success and who can provide guidance and
support throughout the project.
• Your next step is to find out what has to be done by
when, the scope and constraints you have to work
within and the process to follow.

61. Understand the Objectives
• The output of this stage should be a plan that shows
how you will develop and deliver the final business
case.
• You may have to do this yourself or if you are lucky you
may have a project manager to support you.
• To build the plan you need to be able to answer the
following questions:
– Who needs to be involved in the team to produce the
business case e.g. Finance?
– Is there a prescribed process or template to follow?

62. Understand the Objectives
– Are there any key dates for which the business case must be ready
e.g. a gate meeting?
– Who are the key decision makers and what’s important to them?
– What deliverables need to be produced and by when?
– Are there any generally understood criteria that must be met, such
as that all projects need to pay-back within two years?

64. • Understanding how the people who judge your
business case will make their decisions is vital.
• If you don’t know what their criteria are it’s like
playing darts on a board without numbers.
• There are different business benefits to aim at
but you don’t know which ones to target. It’s
unlikely that you’ll ever get a perfect view of the
relative importance of each business benefit, but
the more you know, the more you can craft your
business case towards them.
Understand the Objectives

65. • You may be able to find out what’s important by
talking to decision makers directly, by talking
with your stakeholders or the business case
process owners.
• Equally, they may not want to reveal anything
and bias your case, which doesn’t mean you
shouldn’t dig anyway!
• If all else fails, speak to your executive sponsor to
understand their perception on stakeholders
drivers.
Understand the Objectives

66. Gather the Inputs
• The second stage is about gathering the inputs you need to
prepare the business case.
• This is the data you will use to construct your financial model
and word-based justification.
• Some of this will be known but the rest of it may need to be
assumed. In a small business you must do much of this yourself;
in larger businesses there are lots of other people to talk to.
• This is your opportunity to gather evidence from within and
outside the business to support the assumptions that are made.
• This evidence must convince people that any assumptions are
realistic, credible and objective.

67. Business Strategy and Market Input

68. • For business strategy and market input talk
to:
– Anyone with access to market forecasts or
research reports.
– Anyone with access to competitor info (or
research this yourself).
– The strategy team (or whoever owns the business
strategy
Business Strategy and Market Input

69. – Product marketing, to learn how your product will
be positioned against other products and
propositions.
– Marketing, to learn about any other planned
launches or promotions that might compete for
resources.
• This may provide you opportunities to align and grab
some of their resources.
– Business development, sales and channel
managers.
Business Strategy and Market Input

70. Sales and Revenue Input
• For sales and revenue input talk to:
– Relevant sales channels to get a view of the sales
they believe they could make.
– Finance to get a view on factors such as churn or
ARPU (Average monthly Revenue Per User).
– Other product managers to get their experience
of take-up rates and also the assumptions they
have used in their previous business cases.

71. Cost Input
• For cost input talk to:
– Development and/or suppliers.
– Marketing to understand the cost of marketing
activities such as launching and promotions.
– Support functions to understand the cost of providing
support e.g. any recruitment required, any necessary
IT system updates.
• If your data and assumptions come from experts
across the company or independent research
they become much more credible than facts and
figures you ‘pull out of the air’.

72.  In the best companies you will be provided with
an input pack from Finance that includes a set of
data and assumptions already validated by the
business and to be used in all business cases.
 Alternatively there may be someone assigned
from Finance to work with you on the business
case.
Cost Input

73. Do the Analysis• During the analysis stage you study the inputs you’ve
now gathered to build a detailed model of your
product and your development project.
• You will need to build a spreadsheet which will allow
you to model various scenarios and understand
sensitivity analysis.
• A business case financial model is broken down into
– a section on assumptions,
– a section on income (revenue),
– a section on costs and then
– a section that calculates the project value in terms of
profit or payback.

74. Tell the Story
• The final stage of the business case process is to
present or deliver the business case to the appropriate
decision maker.
• Presentation: chance to explain business case in detail
or through the delivery of a document for review.
• Challenge: keep the story clear, objective and
believable.
• If a decision maker doesn’t understand it,
– they may not publicly admit this,
– but are unlikely to believe it.

75. Tell the Story• If you can, it is worth lobbying decision makers before
a meeting to understand if they
– are on-board,
– have any concerns
– believe that input from their areas has been adequately
represented.
• Business case: tool to sell your investment project to
the business.
• No-one can predict the future so your success rests on
the credibility of the case you make – the assumptions
you use, the evidence you can gather, the support you
line-up, the rigor of your analysis and your personal
credibility.

76. Steps to Business Case

77. Steps to Business Case• A business case provides justification for a proposed business
change or plan, and typically outlines the allocation of capital and
resources required to implement the proposed business case.
• A successfully presented business case can act as an impetus for
moving forward with a new, alternative plan of action, or it may
simply provide a consistent message, or unified vision for future
business decisions and operations.
• A well-drafted business case will expose major or implementable
solutions for conquering a business problem, issue or goal in order
to provide decision makers with multiple options to choose from.

78. Identify and Understand a Relevant Business Problem,
Issue or Goal
• Your first step in creating a successful business case is to clearly
identify the business problem, issue or goal that your business case
will address.
• Hold a brainstorming session with your business’s decision makers
and managers in order to understand the problems that arose and
the business goals surrounding the problems.
• It is crucial to clearly define the problem and parameter of the
solution. There should be an agreement about the scope between
the person authorizing the business case and those who will
execute analysis.
• Justification for the project could be based on the benefits to
business operations, strategic direction goals, and/or cost benefit
analysis.

79. Brainstorm
• Brainstorm about potential options for resolving
the business case problem, issue or goal.
• During, and after your initial business case
brainstorming session, you should discuss
potential solutions and plans with key personnel
and management.
• Identify multiple options for implementing your
business case plan in order to determine the
most feasible option for resolution.

80. Brainstorm
• Example, if the business case plan revolves
around entering a new market, there should be a
brainstorming session held in order to determine
that different marketing strategies required to
make the new market entry a success.
• Don’t just go off and write the business case
independently, because successful approval and
implementation is dependent on support from
relevant business stakeholders and managers.

81. Review your Business’s Mission Statement
• Once you have identified potential business problems,
issues or goals, and potential options for resolution,
– briefly review your business' mission statement.
• A well-drafted mission statement should have been
created during the initial business planning process,
and typically includes
– brief explanation of the business’s objectives,
– competitive/market advantages
– short explanation of business’s philosophies and goals.

82. Review your Business’s Mission Statement
• Consider if business case is in-line with the
mission statement in terms of complying with
and furthering business goals, objectives and
philosophies.
• Reviewing the mission statement can allow you
determine whether the business case and
proposed resolution options further the ultimate
mission and goals of the business.
• you will be following the directions of a superior
whose responsibility is to confirm compatibility
between mission and the alternative solutions
you provide.

83. Determine who Should Write the Business Case
• Some People take the duty of writing a business
case.
• With just one or two writers, the tone and style
of the business case will remain consistent.
• The writer(s) should have
– knowledge and expertise regarding relevant business
operations,
– must be open to accepting input from other team
members and business leaders.

84. Write Down the Problem Statement
• Statement:
– provide a straightforward explanation of the
identified business problem or issue,
– discuss the business areas that the business case
must address for successful implementation.
• Use the first sentence of the problem
statement to concisely present the problem,
issue or goal that the business case seeks to
resolve.

85. – Example, if the business problem is the need to
generate additional lines of revenue the problem
statement should begin with a statement that:
– “[Insert business name] is interested in expanding
its current revenue stream by [business case’s
proposed answer to the business problem].”
• Get the approval of those requiring the report
before continuing.
Write Down the Problem Statement

86. Create a Proposed Solutions
Statement

87. Create a Proposed Solutions
Statement• Express the projects and options proposed by the group as a solution
to the business problem, goal or issue.
• Explain in detail how the proposed change/plan addresses and
resolves the problem, issue or goal. Include what should be
accomplished by implementing the proposed business case plan.
• Indicate what is needed to implement the solution or project,
including items like a monetary budget and increased labor numbers.
• Anything that is needed to complete this solution should be explained
in the proposed solutions statement.
• Explain the methods used, and the research conducted in order to
come up with the business case plan’s proposed options.
• Include information about meetings with surveyed departments and
target audiences.

88. Detailed Timelines for Project Implementation and
Completion
• Provide ideal dates and worst case scenarios for plan
implementation, and a more general time frame for
business case plan implementation and completion.
• Provide costs associated with project implementation
timeline, and the potential costs/losses associated
with not implementing the proposed business case
plan.
• Explain potential consequences and losses that could
result from the plan not being implemented.

89. Draft an Executive Summary
• Executive summary: first, and most important part of the business
case.
• Executive summary: outlines the proposed project, that if
implemented, would further the identified business goal, and/or
resolve the identified business problem or issue.
• It contains the major considerations that will be later discussed in
more detail, including the
– timeline for business case implementation and completion,
– projected benefits and costs of business case implementation.

90. Draft an Executive Summary
• Begin your executive summary with language
such as:
– This report is submitted in support of [insert business
plan, goal or issue]. Provided is an evaluation and
analysis of all relevant financial, marketing and
business costs/considerations associated with
implementing the suggested recommendations in this
business case.
• From there provide an explanation of why the
proposed business plan should be implemented,
and identify the impacts on the business for not
implementing the plan.

91. Organizing and Presenting a Strong, Persuasive
Business Case
• Edit your business case draft.
• After completing a first draft of your business
case,
– carefully review your business case for any
unnecessary language and grammatical errors.
• Make sure your business case is formatted in a
manner that is easy to ready and clearly displays
each of the separate business case sections in
underlined or bolded text.

92. Present Business Case to the
Personnel• Present business case to the personnel who will be
instrumental in implementing the business case plan.
• Get the agreement and feedback of those who will be
responsible for implementation.
• to ensure that your business case will be successful is
by making sure that the personnel responsible for
implementing the plan have the opportunity to review
the business case and offer suggestions for changes
and other feedback.

93. Present Business Case to the
Personnel
• Example, if your business case suggests the
implementation of a new marketing strategy
as a means to enter new markets, you should
definitely take the time to meet with the
marketing team in order to ensure that the
processes contained in your business case can
be feasible implemented by marketing
personnel.

94. Present Business Case to Authority

95. Present Business Case to Authority
• Your business case should be presented to the
management professionals who are responsible for
providing approval for new business strategies or plans.
• Begin with the problem, issue or goal that your business
case is addressing. From there talk about the resolution
provided by your business case, as well as the different
options, and steps that must be taking to bring about
resolution.
• Consider using a PowerPoint presentation to add visuals to
your business case presentation.
• Brainstorm in advance about any potential concerns that
management may have about implementing the business
case plan. Make sure to address these concerns during
your presentation, instead of waiting for management to
raise their concerns.