What’s your business case?

business case, business strategy, change management
Product design changes, infrastructure uplifts, moves to the cloud, new product or services lines….

What’s the link between them all?

They should all have had business cases created for them, but many probably havn’t!

We’ve all (come on now – you know you have) been either tempted or have implemented some change within your business that has been driven by;

  1. An assumption.
  2. A knee jerk reaction.
  3. To be seen to be doing something.
  4. A combination of the above or something else!

Whatever the reason, the change has been implemented and not delivered any real or tangible benefit to the business over and above the one or two people who thought it might have been a good idea.

Role of a business case

Every change that you are bringing into your business needs to be supported by a business case.  Irrespective of what that change might be.

Some changes may not have a direct financial benefit to the company e.g. a regulatory change, but if you don’t do it, you may end up with a fine or worse!

But most changes will either;

  1. Reduce costs.
  2. Increase revenues.

If the change is not going to do this, then it should not be going ahead – period.

When doing the business case, the most important element is ensuring that you have considered all of the impacts (financial and operational) to your business.

This should also include a consideration for the impact on your business teams including how their roles may change. If they are going to change radically, then where possible, they should be engaged during the change implementation to ensure continued buy in to what you are trying to achieve.

If you have never created a business case, or indeed want to check whether you are missing anything, I found this handy link that is useful.

So, whatever you are planning to implement in your business, make sure your business case stacks up. Your bottom line will suffer if you don’t – and things are tight enough without wasting time and resource on something that isn’t going to bring your business benefit.

Do you prepare a business case for any changes you are implementing? Have any useful tips you could share?

Photo: Kevin Dooley

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Green shoots

Sometimes, even when things are going well with our project delivery, we change the way that we deliver the projects to try and perhaps gain some extra margin. By changing what works, we can end up making things worse,not better!

Managing a straight line!

Projects never run in a completely linear manner, even if they are planned to do so. This is especially true when operational resources are required for project delivery. Planning of their time is critical and needs to be done correctly at project inception. If done correctly, the project will succeed. If not, it won’t hit it’s dates.

Two rabbits

As a project manager, it is important not to micro-manage every issue that crops up. If a project manager tries to focus on everything, nothing will get done well. It is important to be able to delegate and rely on others to resolve issues and to maintain a view to achieving the end result.

Autumn leaves

It is important for businesses to remain aware of their operational landscape and to adapt and change as needed to survive. Often business managers can continue to operate tried and tested methods that worked in the past but may not be relevant to today.

There’s no I in team…

The saying is that there is no “I” in team. But this is not the case. There is an I in every team i.e. every project team member. However, it is important to get those “I’s” working together as a cohesive unit and that is where the project manager comes in. By ensuring the team works well together, the project will go more smoothly. Without cohesion, the project will no succeed.

Ripples in the water

When implementing a project in your business, it is important to understand the impact of that project on other areas of the business apart from the expected recipients. These impacts must be assessed with equal importance to ensure the project business case is not negated through costly impacts on other areas of the business.