Business Case in Practice – from Goal to Decision and Implementation Training Course

1. The Role of the Business Case in the Organization

• What is a business case and the role it plays in decision-making
• Business case vs. business plan – differences in purpose and application
• When a business case is needed (initiatives, projects, changes)
• Audiences for the business case and their expectations

2. Identifying Business Problems and Opportunities

• Defining business problems – symptoms vs. root causes
• Analysis of problem sources
• Identification and mapping of business opportunities
• Impact of problems and opportunities on the organization
• Prioritizing initiatives – what is truly worth focusing on

3. Financial Aspects of the Business Case

• Initiative costs: implementation, maintenance, and indirect costs
• Financial and non-financial benefits
• Return on Investment (ROI) – how to calculate and interpret it
• Financial risks and assumption uncertainty
• Scenario analysis (decision variants)

4. Structure and Key Components of the Business Case

• Structure of the business case document
• Executive summary – how to prepare an effective decision-making summary
• Description of the problem and proposed solution
• Alternatives (including the do-nothing option)
• Business recommendation
• Implementation plan and high-level schedule

5. Business Case in Initiative and Portfolio Management

• The role of the business case in decision-making processes and governance
• Aligning initiatives with organizational goals
• Managing the portfolio of strategic and operational initiatives
• Evaluation, selection, and prioritization of initiatives
• Updating the business case during execution
• Start / stop / continue decisions

6. Methods and Techniques for Business Case Analysis

• SWOT – identifying strengths, weaknesses, opportunities, and threats
• PESTEL – analyzing external factors affecting the initiative
• Porter's Five Forces – assessing market attractiveness
• MOST – linking the initiative to the organization's strategic direction
• Fitting the initiative into the organizational context

7. Building the Decision-Making Argumentation

• Logic of business argumentation – the decision-maker's perspective
• Storytelling in business cases – how to present the initiative
• Working with data, facts, and assumptions
• Tailoring the message to management and decision committees
• Addressing questions and doubts

8. Summary and Implementation in Practice

• Best practices in preparing and managing business cases
• Integrating the business case into daily organizational operations
• Consistency between goals, initiatives, and execution
• Tools and materials to support ongoing application of the approach