This is an extract of a deliverable I did for a client on the basic structure of a business case, i.e. what needs to be covered to make a business case easy to follow. Thought I would share if anyone is putting together a business case and not sure where to start. Any constructive feedback will be most welcomed

1. Making a Business Case
10 sections to cover in your business case

2. Making a business and financial case
•A business case is where the analysts or consultants present their findings
and propose a course of actions for senior managementWhat?
•Because senior management needs to make decisions based on facts, i.e.
the benefits and costsWhy?
•The audience varies, from internal decision makers (e.g. senior
management) to external stakeholders (e.g. regulators, trade unions)Whom?
•How a business case should be presented differs in organisations. Some
like large, weighty documents with full analyses all the supporting data;
others like a short, sharp presentation of the main points
•We have attached our best practice business case template for reference
How?
•The initial business case often results from a feasibility study
•However, a business case is a living document. It is revisited and
revalidated as the project proceeds and more facts are discovered
When?
•The starting point is to identify and explore options…Where

3. Developing options to take to business case
Identify possible
options
Shortlist & evaluate
options
Take options forward
to business case
Operating model change in:
1. Marketing
2. Sourcing & Procurement
3. Order Fulfilment
4. Finance
5. Customer Contact
6. Digital Channel
Management
1. S&C solution, plus Venda
2. S&C solution, plus
Venda, SAP Finance
3. S&C solution, plus
Venda, SAP Finance, BO &
Salesforce
Operating model
change
Business process
change
“Quick wins”
IT options
BusinessoptionsIToptions
• Confirmed to take to
business case:
1. Centralise (Tallents House)
Finance transactional and
accounting activities into
Bolton
• Others:TBC
1. S&C solution

4. •Sets the scene, defines the scope and objectives of the change under
consideration1. Introduction
•Executive summary2. Executive summary
•Re-cap on the current situation and where the problems and opportunities
lie
3. Description of
current situation
•Describe the options considered
•Explain why recommendations are rejected (briefly) or taken forward (in
more detail)
4. Options considered
•Identify where costs will be incurred and where benefits can be expected
•Tangible and intangible costs and benefits need to be considered
•Immediate and long-term costs and
•Avoided costs need to be identified and included as well
•Realistic assessment of the realisation of benefits
•Estimate a value on intangible elements such as ‘improved customer
satisfaction’ and ‘better staff morale’ if possible
5. Analysis of costs
and benefits
What a best practice business case should
include? (1/2)

5. •For each of the options recommended, impact on the organisation needs
to be analysed
•Example of such impacts: Organisation structure, Inter-function
relationship, working practice, management style, recruitment policy, staff
training and appraisal, supplier relationship, etc.
6. Impact analysis
•The financial aspects , i.e. the tangible costs and benefits, are contrasted in
order to see whether and when the project will pay for itself
•Organisations typical have a standard appraisal methods, e.g.
payback, IRR, NPV, or a combination of the above
7. Investment
appraisal
•Potential risks and suitable available countermeasures should be identified
to strengthen the business8. Risk analysis
•Make clear the decision required from senior management
•Provide an outline of main tasks and envisaged timescale9. Recommendations
•Supporting data and documentation10. Appendices
What a best practice business case should
include? (2/2)