How to Build a. Better Business Case. By Kate Gwynne, CBAP, CSM

Transcription

1 How to Build a Better Business Case By Kate Gwynne, CBAP, CSM

2 With more than 20 years of experience helping organizations successfully align and implement their business and IT initiatives, Kate Gwynne is a recognized leader in the Central Ohio business analysis community. As a Certified Business Analyst Professional, Kate specializes in building BA Practices for both large and small organizations, developing corporate training programs that help improve the skills and effectiveness of analysts, and implementing requirements-related initiatives to help reduce rework and improve communication. Kate is the Associate Director of Business Analysis at Resource Ammirati - one of the nation s top-rated digital marketing agencies. She has been a guest speaker at various industry and corporate conferences, including: 2014 Building Business Capability Conference; IIBA Professional Development Days in Indiana and Ohio; the SW Ohio Regional BA Conference; IIBA Chapter meetings in Ohio, Kentucky, and Indiana; the Central Ohio Agile Association (COHAA); and, Baldwin-Wallace College. In addition to these events, Kate published an article in the August 2014 IIBA Newsletter: Trending Digital: BA s are forging a path through the creative world of Digital Marketing And contributed to Kitty Hass s book entitled: Breakthrough Business Analysis Implementing and Sustaining a Value-Based Practice

3 UNDERSTAND Business Case Basics What is a business case? When is it needed? How is it approved? BUILD Your Case What is the business problem? What are your solution option recommendations? What are the costs, benefits, risks, assumptions, and constraints? How will you measure success? PROMOTE Your Case Who will support your ideas? Who will derail your efforts? How can you get your business case approved? AGENDA

4 UNDERSTAND BUSINESS CASE BASICS

5 BASICS: WHAT IS A BUSINESS CASE? A written report or presentation Focused on a business problem and solution options Justifies a business initiative or project

6 Executive Summary Business Need Solution Recommendation Summary of Results Solution Analysis Business Drivers Costs Benefits Risk Assumptions and Constraints Strategic Options Opportunity Costs Conclusion and Next Steps BASICS: WHAT IS A BUSINESS CASE?

7 BASICS: WHEN IS A BUSINESS CASE NEEDED? When it s a high profile issue When it s a low profile issue When risk is great When a radical solution is being proposed to solve a business problem When business money or resources needed may cross a certain threshold

8 BASICS: HOW IS A BUSINESS CASE APPROVED? By Steering Committee or Governing Board Prep Submit Business Case Present Support Info Next Steps SC Reviews All Case Files Decision Process Complete Revise & Resubmit You Steering Committee

9 BUILD YOUR CASE

10 BUILD YOUR CASE: WHAT IS THE BUSINESS PROBLEM? What is the issue? What is the current state? How does the current state impact: People? Processes? Technology?

11 BUILD YOUR CASE: WHAT IS THE BUSINESS PROBLEM? What is the issue? Manual requirements management causes inaccuracy, inefficiency, and rework What is the current state? People: o High / inaccurate estimates for requirements management o BA s copy/paste requirements for reuse leads to increased defects Processes: o Inconsistent requirements review processes across departments and project types o Technology: o o Traceability from business requirements to solution implementation is a manual effort and often aborted on long projects Inconsistent tools and versions Manual data collection for reporting leads to low confidence in project decision making

12 BUILD YOUR CASE: WHAT IS THE BUSINESS PROBLEM? What is the issue? Manual requirements management causes inaccuracy, inefficiency, and rework What is the current state? People: o High / inaccurate estimates for requirements management o BA s copy/paste requirements for reuse leads to increased defects Processes: o Inconsistent requirements review processes across departments and project types o Traceability from business requirements to solution implementation is a manual effort and often aborted on long projects Technology: o Inconsistent tools and versions o Manual data collection for reporting leads to low confidence in project decision making What is the future state? People: o Increased accuracy of estimates for requirements management o Reusable requirements repository eliminates copy/paste Processes: o Consistent requirements review processes across departments and project types o Consistent traceability from business requirements to solution implementation Technology: o Consistent requirements tool across enterprise o High confidence in decisions through better data tracking and reporting

13 BUILD YOUR CASE: WHAT ARE YOUR SOLUTION OPTION RECOMMENDATIONS? Automate Requirements repository

14 BUILD YOUR CASE: WHAT ARE YOUR SOLUTION OPTION RECOMMENDATIONS? Build Buy

15 o Other BUILD YOUR CASE: WHAT ARE YOUR SOLUTION OPTION RECOMMENDATIONS? What is the criteria you will use to evaluate solution options? o Cost to purchase and customize vs. build o Cost to train and implement o Impact to existing processes and applications o Ability to integrate with existing applications o Ability to support new system o Solution features and reports o Ability to upgrade What are your recognized sources for information? o Gartner o Forrester o Industry organization

16 BUILD YOUR CASE: WHAT ARE THE COSTS, BENEFITS, RISKS, ASSUMPTIONS, AND CONSTRAINTS? Informal: Research Industry Info Webinar Formal: Impact Analysis Gap Analysis Feasibility Study Research Vendor Demo

17 BUILD YOUR CASE: HOW WILL YOU MEASURE SUCCESS? What is the future state? People: o o Processes: o o Increased accuracy of estimates for requirements management Reusable requirements repository eliminates copy/paste Technology: o o Consistent requirements review processes across departments and project types Consistent traceability from business requirements to solution implementation Consistent requirements tool across enterprise High confidence in decisions through better data tracking and reporting People Improve accuracy Reduce defects in QA Processes Streamline review processes and implement best practices Trace requirements from beginning to end of project Technology Implement solution across departments Establish standard reports and data needed

18 BUILD YOUR CASE: HOW WILL YOU MEASURE SUCCESS? People Improve accuracy of estimates Reduce defects in QA Processes Streamline review processes and implement best practices Trace requirements from beginning to end of project Technology Implement solution across departments Establish standard reports and data needed Increase Revenue Reduce Expenses Expand Market Products / Services Reduce Complexity

19 BUILD YOUR CASE: HOW WILL YOU MEASURE SUCCESS? People Improve accuracy of estimates o Quantitative measurement estimates accurate to within 15% Reduce defects in QA o Quantitative measurement reduce requirements related defects by 50% Processes Streamline review processes and implement best practices o Qualitative measurement survey Trace requirements from beginning to end of project o Quantitative measurement % of traceable requirements per project Technology Implement solution across departments Qualitative measurement - survey Establish standard reports and data needed Quantitative measurement number of automated reports vs. manual effort Increase Revenue Reduce Expenses Expand Market Products / Services Reduce Complexity

20 PROMOTE YOUR CASE

21 PROMOTE YOUR CASE: WHO WILL SUPPORT YOUR CASE? Identify supporters Leverage those with authority Get their feedback on your proposal Ask them for information from their department that may support your findings Ask them to join you in meetings with their peers

22 PROMOTE YOUR CASE: WHO WILL DERAIL YOUR EFFORTS? Who would sabotage your business case? Why would they? What do they have to gain or lose?

23 PROMOTE YOUR CASE: WHO WILL DERAIL YOUR EFFORTS? Know thine enemy Meet with them separately Ask for their input Listen to their feedback Collaborate on ways to address their concerns

24 PROMOTE YOUR CASE: HOW CAN YOU GET YOUR BUSINESS CASE APPROVED REJECTED? Poorly written Too wordy, too much data, not the right level of info for the audience Misssspellings or misuse of grammar an punctuation.. Not formatted properly or not in the preferred template Incomplete Missing information No supporting data Gaps in research

25 PROMOTE YOUR CASE: HOW CAN YOU GET YOUR BUSINESS CASE APPROVED REJECTED? Not traceable to strategic goals Alternative solutions appears to be a better fit ROI doesn t outweigh risk Unclear how benefits will be measured Lack of confidence in your presentation Steering committee isn t invested

26 PROMOTE YOUR CASE: HOW CAN YOU GET YOUR BUSINESS CASE APPROVED? Know your audience Present your ideas before you submit the business case Ask for their feedback make them a part of the solution o o Address their concerns Incorporate their suggestions Ask for their support

27 PROMOTE YOUR CASE: HOW CAN YOU GET YOUR BUSINESS CASE APPROVED? Know the and about your solution recommendation o Be able to support your case and address concerns about risk, cost, and impacts o Understand how the solution benefits the business o Show alignment to business drivers and company goals

28 PROMOTE YOUR CASE: HOW CAN YOU GET YOUR BUSINESS CASE APPROVED?

29 SUMMARY

30 UNDERSTAND Business Case Basics SUMMARY Know the specific processes, dates, and templates for business cases within your organization BUILD Your Case Chart current state issues to desired future state Identify impacts to business Research solution options Know the costs, benefits, risks, assumptions, and constraints Show how you will measure success PROMOTE Your Case Know your supporters Seek out your saboteurs Meet with steering committee members individually Ask for their support Present your case with confidence