Business Case template- Medium and Large Projects
[Insert Project Name]
Business Case
Medium and Large Projects
Further description if needed
Please note: all text highlighted in grey has been developed to assist you in preparing your Business Case. Please delete this text once you understand the requirements.
Document Control
Version / Date / Author / Amendment / DistributionDocument Approval
Supported by:
……………………………………………………………………..Date: ……………………
(INSERT Business Owner name / title)
Approved by:
……………………………………………………………………..Date: ……………………
(INSERT Project Sponsor name / title)
Table of Contents
Once you have completed this template, right click on the table below and click ‘update fields’ to finalise your table of contents.
1.Executive Summary
2.Business Problem
3.Business Goal/Objective
4.Success Criteria
5.Strategic Alignment
6.High Level Scope Statement
7.High Level Approach
8.Assumptions
9.Dependencies/Related Projects
10.Estimated Timeline
11.Risk Assessment
12.Funding Sources
13.Cost Benefit Analysis
14.Performance Measures
15.Alternatives Analysis
16.Governance
17.Referenced documents
- Executive Summary
Highlight the key points in the Business Case, including the following: primary objective/s, high level scope, cost, timeline to delivery, major risk and brief options.
- Business Problem
[Describe the business problem that the proposed initiative will address, this section can be used to provide background information on how this business case has come about.]
- Business Goal/Objective
[What precisely will be achieved by implementation of this initiative? State the objectives clearly; what is the primary objective of the project and what are the secondary objectives for the project? Use Specific, Measurable, Achievable, Realistic and Time-bound (S.M.A.R.T.).
Specific:Who is involved?
What do we want to accomplish?
Where – identify a location
When – establish a timeframe
Which – identify requirements and constraints
Why – specific reasons, purpose or benefits of accomplishing the objective.
Measurable:Establish concrete criteria for measuring progress toward each objective
Agreed:It is crucial measurable objectives are agreed between stakeholders.
Realistic:Make it realistic. Do you have the right resources and funding? Is it achievable?
Time based:Allocate a time frame. By when are you going to achieve the objective?
What precisely will be achieved by implementation of this initiative? State the project objectives clearly as detailed in the previous section. The output should provide the decision makers and understanding of what they should have received at the end of the project. It can be tangible (e.g. hardware/software) or intangible (e.g. new skills/new capabilities).
Strategy/Driver / Project Objectives / Outputs / Benefitse.g. Strategy / Driver that is driving the project objective
e.g. ANU by 2020: Effective Organisation / e.g.
- to increase administrative efficiency through standardised processes and systems across ANU / e.g.
Implementation of an Online xxxx system / e.g.
High quality administrative services to support teaching and research
- Success Criteria
List defined project outcomes and corresponding success criteria. To achieve a successful project it is imperative to understand the business drivers and ensure the project delivers the business results for which it was designed. Key performance indicators (KPIs) is a common term for criteria used to measure the benefits of a project. These indicators are:
-Established by the customer and stakeholders at the beginning of the project and listed in order of priority
-Directly related to and supported by business goals
-Able to provide the basis for critical decision-making throughout the project
-The basis on which the product will be accepted by the customer at the end of the project
-Measurable
Key Performance Indicator (KPI) / Project Outcomes / Success Criteriae.g. Reduce operating costs by 10% by consolidating resources into one centralised location / e.g. Move 25 resources from Location A to Location B / e.g.
- Move completed by end of Q4
- Location A vacated and lease cancelled by Nov 30.
- No customer downtime during core business hours M-F 8am to 5pm (AEST)
- Strategic Alignment
[All initiatives should support the organisation’s goals and strategic plans in order to add value and maintain executive and organisational support. This section provides an overview of the organisational strategic plans that are related to the project. This includes the strategic plan, what the plan calls for, and how the project supports the strategic plan.]
Strategic Plan / Goals/Objectives of the Plan(What the plan calls for) / Alignment to Initiative
(How the project supports the strategic plan)
- High Level Scope Statement
[Provide a statement of the important deliverables the project will generate.]
- High Level Approach
[Document how you intend to deliver the objectives of the project. This section needs to provide the project sponsor \ steering committee with a good understanding of how this project will be delivered. You will need to ensure that project complies with University project management framework, procurement rules and other University applicable policies and guidelines.)
- Assumptions
[Highlight any assumptions you have made in your approach]
- Dependencies/Related Projects
[Identify any projects or initiatives that may be related to your project or have a dependency]
10. Estimated Timeline
[Provide the estimated timeline to deliver the project outcomes and include significant milestones where new capabilities are expected to be delivered. The timeline is tentative and is reliant on detailed planning during the project planning stage]
11. Risk Assessment
Identify the risks within the project, rate the likelihood and impact and describe what you are going to do to mitigate or manage the risk.
For more information on Risk Management at ANU visit:
Use the descriptors below to complete the table. Refer to the above link for detailed descriptors.
Likelihood: Almost certain, likely, possible, unlikely
Impact: Catastrophic, major, moderate, minor
Risk rating: Extreme, High, Moderate, Low
Risk (what could go wrong) / Likelihood / Impact / Risk rating / Risk mitigation12. Funding Sources
Document the funding sources for the project. i.e. R- Recurring funds, S- grants for sponsored research and or collaborative research and development, Q- income from contract research, consultancies, gifts and donations or the sale of goods and services and E- funds from scholarships and prizes or named foundations to support defined disciplines or activities.
Funding Source / Fund Code / Amount ($) / Commentse.g. Q Funded, R Funded / e.g. 12345 / $25,000
$
$
TOTAL Funding / $25,000
13. Cost Benefit Analysis
[Quantify the financial benefits of the initiative. The purpose of this is to illustrate the costs of the project and compare them with the benefits and savings to determine if the initiative is worth pursuing.]
Complete the detailed Cost Benefit Analysis template for the Project. The Cost Benefit Analysis is a living document and should be continually updated through the life of the project. The table below can be used to summarise the cost benefit for the Project.
Costs (for the life of project)Category / Item / Qty (# or FTE) / Cost ex GST per unit / Total ex GST
e.g. Training / System Training / 5 / $200 / $1000
Help Desk / 2 / $300 / $600
Resources / Business Analyst / 2 / $10,000 / $20,000
Test Analyst / 1 / $3,000 / $3,000
TOTAL COST / $24,600
Benefits*
Benefit Description / Expected Benefit in $ value
e.g. Improvements in processing efficiency / $60,000
Accuracy of reporting data / $25,000
Total Expected Benefits*
Net Savings* costs minus benefit
*For the Life of the Project
14. Performance Measures
[Plan for measuring expected benefits post project and the time the benefits be realised (eg 3 months post deliver]
Description of Benefit / Benefit Measure / Level of Benefit achieved (% of total or $ amount) / When will the benefit be realised?e.g. Reduced workload in the Finance Office / 10 hours per week
15. Alternatives Analysis
[All business problems may be addressed by any number of alternative projects. While the business case is the result of having selected one such option, a brief summary of considered alternatives should also be included—one of which should be the status quo, or doing nothing. The reasons for not selecting the alternatives should also be included.]
No Initiative (Status Quo) / Reasons For Not Selecting Status QuoAlternative Option 1 / Reasons For Not Selecting Alternative 1
Alternative Option 2 / Reasons For Not Selecting Alternative 2
- Governance
If available, provide details on the proposed sponsor and project steering committee, how regularly they will meet and their function. If applicable, also list supporting reference groups.
In this section you can also include a proposed organisational chart for the governance structure (ie, Project Sponsor, Steering Committee and Project Team.
- Referenced documents
1