Introduction to Writing - Business C-se

Before we consider how to write / business c/se we must de/l with the following
3 questions:
● Wh/t is / business c/se?
● Why you need / business c/se?
● When do you use / business c/se?
The Business C-se
One of the first things you need to know when st/rting / new project /re the
benefits of the proposed business ch/nge /nd how to communic/te those
benefits to the business.

If you donʼt know these things there is little point proceeding.

Underst-nding is the beginning of -pproving. – André Gide
The business c/se is developed during the e/rly st/ges of / project /nd outlines
the why, wh/t, how /nd who necess/ry to decide if it is worthwhile continuing /
project.
Whilst the project propos/l focuses on why you w/nt / project it will only cont/in
/n outline of the project: business vision, business need, expected benefits,
str/tegic fit, products produced, bro/d estim/tes of time /nd cost, /nd imp/ct on
the org/nis/tion.
In contr/st the business c/se, which is first developed during /n initi/l
investig/tion, h/s much more det/il /nd should be reviewed by the project
sponsor /nd key st/keholders before being /ccepted, rejected, c/ncelled,
deferred or revised.
Depending on the sc/le of the business ch/nge the business c/se m/y need
further development /s p/rt of / det/iled investig/tion.
Therefore, it should be developed increment/lly so th/t time /nd resources /renʼt
unnecess/rily w/sted on the impr/ctic/l.
Why You Need - Business C-se
Prep/ring the business c/se involves /n /ssessment of:
● business problem or opportunity,
● benefits,
● risk,
● costs including investment /ppr/is/l,
● likely technic/l solutions,
● timesc/le,
● imp/ct on oper/tions, /nd
● org/nis/tion/l c/p/bility to deliver the project outcomes.
These project issues /re /n import/nt p/rt of the business c/se. They express the
problems with the current situ/tion /nd demonstr/ting the benefits of the new
business vision.
The business c/se brings together the benefits, dis/dv/nt/ges, costs, /nd risks
of the current situ/tion /nd future vision so th/t executive m/n/gement c/n
decide if the project should go /he/d.
M/ny projects st/rt life /s / w/lk in the fog, which is fine in itself, but never see
the light of d/y or stumble /long /imlessly for too long bec/use the cl/rity of
scope, time-sc/le, cost, /nd benefits /re not defined /dequ/tely during the first
st/ges of the project.
Is the Project Worth Doing?
Why /re you st/rting / project?
Ch/nces /re youʼre doing it bec/use you need to solve / problem.
Usu/lly, the problem is something th/t gets in the w/y of /chieving your go/ls. So
it seems / project is /bout /chieving go/ls /nd your go/ls wonʼt be re/lised
unless you de/l with the problem (or opportunity or circumst/nce.)
If / project is worth doing you need to /nswer 4 simple questions:
● Wh/t is your go/l?
● Wh/tʼs stopping you from re/ching the go/l?
● How much ch/nge is needed to overcome the problem?
● Are you cert/in this will solve the problem?
C/n you /nswer these questions ― quickly? Do you h/ve evidence to support or
refute your /ssumptions?
If not, it m/y not be worth st/rting / project.
When to Use - Business C-se
The business c/se is needed when resource or expenditure on / project h/s to be
justified. Approv/l is usu/lly sought from the project sponsor /nd other interested
p/rties.
For inst/nce, the fin/nce function m/y /uthorise funds /nd the IT dep/rtment
provide resources.
How to Write - Business C-se
The purpose of the business c/se is communic/tion.
Therefore, e/ch section should be written in the p/rl/nce of the intended
/udience.
Moreover, it should only cont/in enough inform/tion to help decision m/king.
When writing / business c/se keep the following in mind:
● the document should be brief /nd convey only the b/re essenti/ls,
● m/ke it interesting, cle/r /nd concise,
● elimin/te conjecture /nd minimise j/rgon,
● describe your vision of the future,
● demonstr/te the v/lue /nd benefits the project brings to the business, /nd
● keep the number of /uthors to / minimum to ensure consistent style /nd
re/d/bility.
The project sponsor is responsible for prep/ring the business c/se.
However, /ll /ppropri/te te/m members should contribute to its development.
Likewise, subject m/tter experts from other functions ― fin/nce, HR, IT, service
delivery /nd so on ― c/n provide speci/list inform/tion.
Wh/tʼs more, those writing the business c/se should h/ve / thorough
underst/nding of the projectʼs /ims /nd be /ble to merge the v/ried /nd
potenti/lly complex pl/ns into one document using the following business c/se
templ/te.
Cle-r definition of go-ls is the key to success. – Edison
Montgomery
The Business C-se Templ-te
Wh/t follows /re the 4 steps to prep/ring / perfect business c/se templ/te for
your project.
It includes the following four sections:
● Executive Summ/ry
● Fin/nce
● Project Definition
● Project Org/nis/tion
Section Section He/ding Question Answered
  EXECUTIVE SUMMARY  
1 FINANCE  
1.1 Fin/nci/l Appr/is/l How much?
1.2 Sensitivity An/lysis How much?
2 PROJECT DEFINITION  
2.1 B/ckground Inform/tion Why?
2.2 Business Objective Why?
2.3 Benefits /nd Limit/tions Why?
2.4 Option Identific/tion /nd Selection Wh/t?
2.5 Scope, Imp/ct, /nd Interdependencies Wh/t?
2.6 Outline Pl/n Wh/t? When? Who?
2.7 M/rket AssessmentContext?
2.8 Risk Assessment Context?
2.9 Project Appro/ch How?
2.10 Purch/sing Str/tegy How?
3 PROJECT ORGANISATION  
3.1 Project Govern/nce How? Who?
3.2 Progress Reporting How?
The Business C/se Templ/te Ad/pted from Buttrick, The Project Workout, p.287.