Description
Book SynopsisThe best time to stop projects or programs that will not be successful is before they are ever started. Research has shown that the focused use of realistic business case analysis on proposed initiatives could enable your organization to reduce the amount of project waste and churn (rework) by up to 40 percent, potentially avoiding millions of dollars lost on projects, programs, and initiatives that would fail to produce the desired results. This book illustrates how to develop a strong business case which links investments to program results and, ultimately, with the strategic outcomes of the organization. In addition, the book provides a template and example case studies for those seeking to fast-track the development of a business case within their organization.
Making the Case for Change: Using Effective Business Cases to Minimize Project and Innovation Failures provides executive teams and change agents with the information required to make better
Table of Contents
Getting Started with the Business Case—Activity 1: Set the Proposal Context and Stimulus. Activity 2: Define the Sponsor’s Role and Test Alignment to Organizational Objectives. Activity 3: Prepare the BCD Team’s Charter and Output. Activity 4: Patents and Other Intellectual Property Considerations. Activity 5: Collecting Relevant Information/Data. Activity 6: Projected Improvement Analysis. Activity 7: Developing Proposed Project Recommendations, Estimates of Resources, and Return on Investment (ROI). Activity 8: Presenting the Business Case to the Executive Committee.
