The beauty of the Better Business Case model is how it progresses from simplicity through to complex in expectations of research and rationalisation. Consequently, very early in the process, decision-makers can determine the legitimacy of progressing to the next stage of investigation, resourcing and expense.
In my world, there’s increasing mention of the word ‘robust’, and in particular how it refers to documentation being put forward to rationalise investments and assist in decision-making.
Some years ago, the Treasury, New Zealand’s lead advisor to the Government on economic and financial policy, released the Better Business Case model as a guide for this purpose. It’s essentially an adaptation of a similar model used overseas but tailored for our local needs.