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.
Quite often I will encounter an enormously thick business case which has had so many inputs [efficiently] undertaken, only to recognise that key initial steps have been missed as part of the process, and basically, that business case at that particular stage, shouldn’t have been undertaken to that level at that stage.
There are reasons why a Strategic Assessment kick-starts the process, why it moves to a more exploratory Indicative Business Case, and then to an in-depth and analytical Detailed Business Case. The purpose is to only expend resources when they can be legitimised.
As the saying goes: “There is nothing so useless as doing efficiently that which should not be done at all.”
Angela Sands is a qualified business case specialist who works with corporate businesses and government departments within New Zealand and Australia to deliver large programme and infrastructure business cases.