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Book Details
Abstract
A persuasive, well-written business case can win over the decision makers in your organisation and get you the all important approval you need for your business idea.
In this book you’ll discover the do’s and don’ts of pitching your ideas through a business case. You'll learn what the essential components of a business case are, including what key questions you should be answering, how to structure your business case, factors to consider when thinking about benefits and risks, and how best to tackle ROI.
Carrie Marshall is an author and freelance journalist, columnist, copywriter and scriptwriter. She writes features, news and tutorials about technology and has been published in many industry magazines including 'PC Plus', 'Digital Home' and 'What Laptop'. Since 2003, Carrie has also regularly spoken on technology and social media on BBC radio.
A business case is a logical, structured argument to bring about business change, aimed at the decision makers in an organisation. A persuasive, well-written business case can win over your readers and get you the all important approval you need.
In this book you’ll discover the do’s and don’ts of pitching your ideas through a business case. You'll learn what the essential components of a business case are, including what key questions you should be answering, how to structure your business case, factors to consider when thinking about benefits and risks, and how best to tackle ROI.
'A highly valuable resource, and one that would be well worth keeping to hand.'
A P Sutcliffe, MSc, MBCS
'Presents a practical and down to earth approach to business case development.'
Peter Wheatcroft
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Copyright Page | iv | ||
| CONTENTS | v | ||
| AUTHOR | viii | ||
| PREFACE | ix | ||
| 1 INTRODUCTION: WHAT IS A BUSINESS CASE? | 1 | ||
| KEY TAKEAWAYS | 3 | ||
| 2 THE KEY QUESTIONS YOUR CASE NEEDS TO ANSWER | 4 | ||
| WHAT IS THE NEED THAT YOUR BUSINESS CASE ADDRESSES? | 4 | ||
| WHAT EVIDENCE DO YOU HAVE TO DEMONSTRATE THE NEED? | 5 | ||
| WHAT ARE YOU PROPOSING TO DO TO MEET THE NEED? | 6 | ||
| WHAT ARE THE OTHER OPTIONS? | 7 | ||
| HOW DOES YOUR BUSINESS CASE FIT WITH THE APPROPRIATE MISSION, STRATEGY AND VALUES? | 8 | ||
| WHAT DISBENEFITS ARE THERE? | 9 | ||
| HOW WILL YOU KNOW YOU’VE ACHIEVED WHAT YOU SET OUT TO DO? | 10 | ||
| HOW LONG WILL IT TAKE TO IMPLEMENT? | 11 | ||
| WHAT ARE THE KNOWN UNKNOWNS? | 11 | ||
| WHAT DO YOU NEED? | 13 | ||
| WHAT WILL THE IMPACT ON THE BUSINESS BE? | 13 | ||
| KEY TAKEAWAYS | 14 | ||
| 3 THE IMPORTANCE OF IDENTIFYING EVERY STAKEHOLDER | 15 | ||
| STAKEHOLDER IDENTIFICATION | 15 | ||
| WINNING OVER STAKEHOLDERS | 18 | ||
| KEY TAKEAWAYS | 20 | ||
| 4 HOW TO STRUCTURE YOUR BUSINESS CASE | 21 | ||
| HOW TO PRESENT YOUR BUSINESS CASE FOR A LARGE PROJECT | 21 | ||
| THINGS TO CONSIDER WHEN YOU WRITE YOUR BUSINESS CASE | 25 | ||
| KEY TAKEAWAYS | 26 | ||
| 5 BENEFITS AND OUTCOME ANALYSIS | 27 | ||
| WHAT BENEFITS MEAN IN A BUSINESS CASE | 28 | ||
| MAKING SOFT BENEFITS HARDER | 28 | ||
| MONEY, MONEY, MONEY | 29 | ||
| ANALYSING OUTCOMES | 29 | ||
| KEY TAKEAWAYS | 30 | ||
| 6 THINKING ABOUT RISKS | 31 | ||
| POLITICAL RISKS | 32 | ||
| ECONOMIC RISKS | 32 | ||
| SOCIAL RISKS | 32 | ||
| TECHNOLOGICAL RISKS | 32 | ||
| LEGAL RISKS | 33 | ||
| ENVIRONMENTAL RISKS | 33 | ||
| HOW TO PRESENT RISKS IN A BUSINESS CASE | 33 | ||
| KEY TAKEAWAYS | 35 | ||
| 7 ROI: WHAT IT IS AND WHY YOU NEED TO SHOW IT | 36 | ||
| ROI BASICS | 36 | ||
| EXPECT THE UNEXPECTED | 37 | ||
| OTHER FINANCIAL MEASURES | 40 | ||
| KEY TAKEAWAYS | 42 | ||
| 8 INTERNAL OPPOSITION: THE ENEMY IN THE RANKS | 43 | ||
| FEAR OF CHANGE | 43 | ||
| FORCE OF HABIT | 44 | ||
| LACK OF KNOWLEDGE | 44 | ||
| KEY TAKEAWAYS | 45 | ||
| 9 MAKING YOUR CASE WITH A PRESENTATION | 46 | ||
| THE RULE OF THREE | 46 | ||
| THREE IS THE MAGIC NUMBER | 47 | ||
| EXPECT THE UNEXPECTED | 48 | ||
| KEY TAKEAWAYS | 49 | ||
| 10 THE IMPORTANCE OF EDITING | 50 | ||
| KEY QUESTIONS TO ASK AS YOU EDIT | 50 | ||
| HOW TO MAKE YOUR BUSINESS CASE BETTER DURING THE EDITING PROCESS | 51 | ||
| PEER REVIEW | 55 | ||
| KEY TAKEAWAYS | 55 | ||
| 11 SUBMITTING YOUR BUSINESS CASE | 56 | ||
| WHO SHOULD YOU SUBMIT YOUR CASE TO? | 56 | ||
| WHAT SHOULD YOUR BUSINESS CASE INCLUDE? | 57 | ||
| HOW SHOULD YOU FORMAT YOUR BUSINESS CASE? | 57 | ||
| WHEN SHOULD YOU SUBMIT YOUR BUSINESS CASE? | 58 | ||
| KEY TAKEAWAYS | 59 | ||
| 12 AFTERWORD | 60 | ||
| REFERENCES | 62 | ||
| INDEX | 63 | ||
| Back Cover | 66 |