Digital Government

Summit
Building a business case
May 7, 2015

Jason M. Allison,
Executive Director

Someone outside your organization today knows

how to answer your specific question, solve your
specific problem or take advantage of your current
opportunity better than you do. You need to find
them and find a way to work collaboratively and
productively with them.
lan Lafley, CEO Proctor & Gamble

What
A business case is a document that
identifies the value of a business
investment.

Why
Business Cases allow you to:
Sharpen your thoughts
Build support
Test the waters within the organization
Deliver cost and benefit completeness

Content
Focus on the Business
Executive Summary
Business Drivers
Business Impacts

Other Key Components

Financials
Risks
Assumptions /Dependencies

Context
Format
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Building the business case

Its not what you write ... its how you write it its
how you tell the story

Its not just what your role is ... its whether you are
credible and persuasive
Its not what they hear ... its what they understand...
its where they see synergies
Its not about technology...its about enterprise RVI
about Returns, Values & Impacts

Bring a business case.

How the business case is used

Primary business case drivers.

The AST undertakes a structured review process that evaluates the
strength and validity of proposed business cases associated with
Agency requests for new IT funding.

Four reasons for a business case

and three of them are wrong.
1. The business case as a clarification tool

2. The business case as a cost-justification tool

3. The business case as a prioritization tool
4. The business case as a value realization tool

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Business Plan Musts

Basis of estimate

Plan a re-analysis and exit strategy if it becomes apparent

the business case was based on incorrect assumptions.

Remember:
Labor savings are often spread out among many employees
and, therefore, receive the label of soft benefits that
delivers little real economic value.

Detailed Alternative Solution Comparison

Risk assessment in terms of probability, impact and

confidence.

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Business Plan Mistakes

Incredible financial projections, overestimation of benefits

Lack of a viable opportunity

No clear objective

No evidence of real demand

Business plan inconsistencies

Rushing the output, not following D3A or IV-B instructions

Poor risk analysis, assumptions not clearly documented

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Online Resources

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QUESTIONS?
Jason M. Allison, Executive Director/State CIO
Agency For State Technology
4050 Esplanade Way, Suite 115
Tallahassee, FL 32399
850.412.6050
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