Revision as of 10:28, 26 February 2018

This article treats the subject Business Case within project management. The definitions of Business Case are discussed with its limitations. Business Case is the document that defines whether or not a project is worth undertaking from the company perspective. A Business Case can be either pre-defined from a corporate level or initiated at project start. The Business Case is revisited and refined throughout the project duration. Within the initial phase of a project the Business Case is being defined and developed, but once the project progresses past the initiation stage, the Business Case is being maintained through the rest of the project. The Business Case is evaluated through a cost-benefit analysis, such as a payback period or Net Present Value(NPV) which is more comprehensive compared to the payback period analysis. The article will discuss relevant tools to Business Case and the relevant responsibilities when creating or working with a Business Case.

The Business case is defined by Murray,(2009)^[1] as a document that presents the optimum mix of information used to judge whether a project is desirable, viable and achievable, and therefore worthwhile investing in. A similar definition for a Business Case is made by Maylor (2010) ^[2] ‘. . . justification for undertaking a project, in terms of evaluating the benefits, cost and risk of alternative options and rationale for the preferred solution. Its purpose is to obtain management commitment and approval for investment in the project. The business case is owned by the sponsor.’

What is a Business Case

A Business Case is the reference point before, during, and after. A Business Case is a document that contains the justification for a Business to undertake a project as well as the value this project creates when completed.

Types of Business Cases

A Business Case can take many forms. The following are several examples:

• ROI (Return On Investment): Spending time and money in development is expected to deliver far more money than went into the project.

• Strategic: The project supports the Organization's Strategy and/or Mission (which may not always be about short-term, or dollar-for-dollar returns).

• Investment: Developing new products in the laboratory, for eventual (“we hope”) expansion into money-making products.

• Values: This is a variation on Strategy/Mission—where the organization's social values are agreed, as part of the corporate culture, to be one of the organization's common expectations and goals.

• Research: “We'll probably lose money on this project, but we will learn a lot that will help us set the organization's future direction.”

• Efficiency: A variant of ROI, the project is done to improve the organization's operational processes.

• Compliance (Regulatory/Statutory/Fiduciary): A project is required for the organization to comply with external regulations. Cite error: Closing </ref> missing for <ref> tag ^{[3] [2] [4]}

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References Credibility

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Annotated Bibliography

Further reading about the template for making a Business case: http://www.projectmanagementdocs.com/project-initiation-templates/business-case.html#axzz4XoPzbU80

Murray, Andy & Co. (2009), Managing successful projects with PRINCE2, 5th edition, p. 21-28, United Kingdom, TSO.

Annotation: The book has a seven page chapter about Business Case, and describes in details how to develop it.

Maylor, H. (2010). Project Management, Pearson Education ltd, 4th edition, p.184-191, GB, ISBN: 9780273704324

Annotation: The development of a Business Case is explaned in seven pages with different examples and descriptions.

Herman, B. & Siegelaub, J. M. (2009). Is this really worth the effort? The need for a business case. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.

Annotation: Article published by the Project Management Institute in 2009, explaining the essentials of a Business Case and its importance.