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Today we're going to dive into 
the world of Better Business 

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Cases. 
That's right, I've been working 

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on BBCS, not the broadcast 
agency in the UK, but Better 

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Business Cases for a while now 
and I am at the inroads of 

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completing one for one of my 
clients. 

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So this week we're going to dive
into 10 tips for completing the 

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Better Business Case process. 
I hope you learn something. 

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The Better Business Analysis 
Institute presence, the Better 

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Business Analysis podcast with 
Kingsman Walsh. 

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So if you're not familiar with 
it, the Better Business case 

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process came out of the UK 
government and it was used in 

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here in New Zealand and it's 
used in Australia and I'm sure 

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other models of it are used 
overseas. 

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It is a a quite well documented 
clear process for requesting 

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funds from a government. 
So it's goes through different 

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stages, stage gates if you like,
where you ask for money and to 

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complete the next stage of your 
business case. 

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So you might do business cases 
internally and they are based on

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this model. 
The idea is that you are making 

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it very clear why people should 
invest in this. 

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And because it's government 
focused, the government needs to

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compare your business case. 
It's usually a chunk of change 

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and they need to compare that 
money, say for an IT investment 

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versus a new road. 
So they need to know why this 

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would provide value to the 
well-being of all the citizens. 

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And in my case, New Zealand, 
your government, they will have 

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other priorities and they'll 
have maybe other processes they 

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run through. 
But for those who are in the UK,

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Australia or New Zealand, you 
will have this process happening

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around you. 
You may just not see it. 

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And for those outside of those 
countries, this is a good place 

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to start. 
If you've ever done Prince to 

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another project management 
certification, I've I've done it

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and it's used primarily by the 
UK government and again, adopted

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by New Zealand and Australia and
referenced overseas. 

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I know PMIPMP are more popular 
in the US, but there is going to

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be no problem with you adding 
this to your toolkit. 

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So I'm going to lead you through
10 top tips that I've learned 

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throughout this process so you 
can be better with your Better 

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Business cases #1 and that is 
start with the end in mind, the 

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strategic fit. 
Always anchor your case in the 

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strategic objectives of your 
organization. 

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Explain why your organization 
exists and explain what their 

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objectives are, and then explain
how this case, this Better 

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Business case, is going to 
strengthen and align with that. 

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If your case does not align with
your strategic objectives, a 

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Better Business case is not for 
you and you can argue you 

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shouldn't really be doing it. 
You need to describe in the 

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strategic fit how the 
initiatives align with 

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government priorities, 
organization strategy and long 

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term outcomes. 
It's usually costed over a 

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period of time. 
So some business cases are 10 

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years. 
So it's the generally over the 

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the life of the asset. 
So if you're doing a new road, 

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it might be, you know, 50 
infrastructure hundred hundred 

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years maybe. 
And IT projects generally about 

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10 years, five years to do the 
thing in five years of asset 

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depreciation until you have to 
do something else. 

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So what you need to do really is
for say, an education data 

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platform, which I'm doing at the
moment, you need to link that to

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digital equality, improving the 
student outcomes and better 

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policy making. 
So that's a top tip, this 

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initiative, when you're putting 
this together, you need to 

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explain why this initiative, the
one you want to do, aligns 

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directly with digital strategy 
and supports the government 

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vision for what, right. 
So that's how you state it. 

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And the strategic case is the 
first case you do. 

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And each one of these sections, 
there's quite a few, there's 

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strategic, there's the economic,
there's the commercial, there's 

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the financial and there's a 
management case. 

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And then there's an ask what are
you asking for? 

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And as you go through the 
various stage gates, you there 

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are different types and we'll 
talk about those. 

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You elaborate more on each 
section. 

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So in the first step, no matter 
what you do, you're doing a 

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strategic case and you're 
explaining the why and you know,

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and the context around that why,
which is like your strategy and 

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your strategic objectives. 
So why and why now and why this 

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initiative? 
And that's your strategic case. 

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Then as we move further along 
the process, you'll go to an 

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economic case and then expand 
that. 

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You'll then go on to your 
financial case, expand that, 

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then you'll look at your 
commercial case and you'll then 

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look at your management case, 
which includes the project plan.

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So they're the kind of sections.
Now there are different if you 

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like, journeys that a business 
case can go through a bit of. 

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Business case 1 is more of a 
larger higher risk project which

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goes through indicative stages 
after the strategic case or 

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after getting on the say 
treasury or whatever your 

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financial institution for 
government is onto their books 

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that use your strategic case to 
get on there. 

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You can do something called an 
RPA, which is a risk assessment 

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profile to classify which path 
you would go through. 

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And if it's large, usually 50 
million plus, you would go 

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through the process of going 
indicative. 

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Then you'd do a detailed 
elaborating out after you've 

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gone to market and then you'd do
an implementation during total 

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cost. 
So that's your different 

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workflow within those different 
types of business cases. 

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They are, they're, if you like 
expansions as you move through, 

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you still have to have those 
various sections. 

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I talked about South and it does
get confusing. 

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The strategic case would be like
the section, the economic case, 

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the financial case, the 
commercial case and the 

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management case. 
And then if your project is less

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than 50 million or low risk, 
then you can go through what's 

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called a single stage business 
case where after you've 

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justified the why the strategic 
case, you then just do one 

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business case. 
It has all those sections we 

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just talked about and you move 
forward and that ultimately gets

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reviewed and decided all And 
both of those two workflows, if 

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you like, need to be approved by
your government agency to say 

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that we approve and we want to, 
as a collective, go forward and 

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ask for this money. 
So this is the prices you would 

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go through if you want money 
included in the government's 

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budget, which you would probably
hear about from time to time. 

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So I hope that gives you a bit 
of background we're going to 

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dive into #2 And that is now 
that you're doing this work, you

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need to engage stakeholders 
early. 

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You need to make sure you're Co 
designing and consulting, OK. 

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It is an optional, it's expected
you actually have to do evidence

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in place, evidence of your 
workshops and the annex if you 

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like the appendix of the 
business case at various stages 

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you need to engage users, policy
makers, financial, you know, 

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experts, procurement and other 
operational teams to ensure that

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the case is a complete, is 
robust and supported. 

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So for example, the commercial 
case which is primarily around 

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procurement and go to market and
tender that would be reviewed by

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procurement financial guess what
finance you need to Co design 

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this kind of business case at 
various stages and you need to 

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do that through requirements 
management, the BA part, which 

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is why BAS are good at doing 
business cases. 

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And then you need to Co design 
some of the, I guess executive 

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summary or the summary of your 
analysis options analysis, true 

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options analysis is required in 
this process. 

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That's number two. 
And #3 is making sure that when 

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you are in your strategic case 
moving into economic, which is 

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the second section, you are 
clarifying the problem before 

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the solution. 
You actually have to do 

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something called an investment 
logic map and an investment 

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logic map. 
If you haven't done that, 

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there's not many companies that 
go out and train for it. 

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So there's not many ILM 
certified people. 

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But it primarily goes to the 
process of outlining your 

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problems, outlining what what 
you plan to do about it and what

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your responses and then the 
benefits that come from doing 

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what you said you were going to 
do to meet those problems. 

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OK, so it's that's a pretty 
common pattern that BS used and 

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you can get templates for doing 
that. 

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It's it's own workshops, it's 
it's own area. 

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And depending on your business 
case and how high risk it is, 

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you will need to do that. 
You don't need to do the NTH 

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degree in my case, which was 
smaller, but you definitely need

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to have problems. 
What are you doing about it? 

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You know your objectives, if you
like, and then your benefits 

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from those. 
So problem, just remember 

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problem investment objectives 
and the new benefits and your 

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investment objectives drop down 
into your service requirements 

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and your scope. 
So what are you going to do? 

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What are your various scope 
options? 

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We've talked about problem 
status before. 

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I'm not going to go over that 
again. 

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But what I will say is a problem
stated well is so important, OK,

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You need to focus on outcomes 
and those pain points that you 

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were going to solve and they 
need to be smart. 

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So you need to say that, I don't
know, data is fragmented across 

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15 systems and we're going to 
causing risk and we're going to 

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consolidate into one system by 
the end of 2026. 

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You need to put that level of 
rigor around your objectives, 

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OK. 
And you talk about the current 

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state and the future state, 
which should be pretty common to

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most BAS out there. 
Number 4 is that you need to 

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keep your options open, but not 
too many. 

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You need to identify a credible 
long list and then use factors 

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called the five dimensions of 
scope scale in terms of the 

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supplies you're going to use, 
you're going to do it in house 

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or not, financials, different 
dimensions, there's five that 

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are suggested. 
And then down your left hand 

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side, you have your investment 
objectives and you have your 

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critical SuccessFactors. 
So using those different X&Y 

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axis, you actually identify some
valid options. 

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And so that produces long list 
options. 

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You're demonstrating you've 
explored a range of delivery 

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approaches including do nothing.
And then you can then roll that 

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down to a shortlist and say we 
assess five options like do 

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nothing, upgrade, outsource, Co,
design, full platform for 

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example. 
And then you can have a 

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preferred option. 
So that is your options 

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analysis, which forms part of 
your economic case, which moves 

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us to #5 and #5 is to use the 
economic case to tell the value 

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story. 
OK. 

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So you need to focus on 
benefits, not just cost. 

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Infrastructure projects, for 
example, will have high capital 

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investment. 
They won't. 

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Their benefits won't pay back 
that initial capital, but they 

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might have a positive surplus 
over years of operational 

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expenditure. 
I know why. 

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The way of saying that is I want
a bag of money now, but instead 

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of that rent that you had to 
pay, which is, I don't know, 

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$1000 a week, you will only need
to pay $800 a week moving 

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forward. 
So the economic case isn't about

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being the cheapest, just to be 
really, really clear. 

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It's about being the most 
valuable for money in the long 

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term. 
So you might ask for a 

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$3,000,000 investment now, but 
it removes $10 million and costs

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later, Okay. 
And so you need to apply A5 case

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model to assess the long term 
benefits, which not only improve

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your organization, but if you're
pitching to government, you need

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to say the long term benefits 
for your country. 

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So it can be compared with other
projects like I mentioned at the

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start of this episode, like a 
running project versus an 

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infrastructure project in two 
different departments. 

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Number six is around the 
financial case and it needs to 

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be realistic. 
It can't be. 

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It can't be made-up, it can be 
estimated, it can be big chunks,

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but it needs to be costed 
properly in spreadsheets. 

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Yep, and that's talking about 
the total cost of ownership. 

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You need to include 
implementation, support 

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contingencies and benefits 
realization costs. 

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You might model over 10 years 
the cost curve. 

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I'm talking about increased 
support costs, maybe stepped 

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benefits from year 2 onwards. 
And you need to show and 

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incorporate things like 
inflation and capital growth and

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depreciation in those numbers 
when you're doing this. 

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So it has to be done properly, 
and you will need to talk to 

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your financial team to make sure
that some of those more 

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accounting measures are done 
right #7 is making sure that the

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commercial case works for you 
and the market. 

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So you need to think through 
procurement, right? 

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And you need to think through 
those procurement steps early 

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on. 
So if you're in the first stage 

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or phase or gate, you need to 
think about how you go to 

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market. 
So whether or not using a panel,

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open tender, RFPRFIRFQ or a 
direct engagement, you need to 

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outline your commercial approach
and it must be defendable and 

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feasible. 
And if you're working in a 

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government department, for 
example, you will be following 

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your procurement rules of your 
country and they might be well 

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defined, AKA you have to go to 
market for something that's over

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$1,000,000. 
You can't just ask your mates. 

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So we need to be really clear 
about that. 

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And that might be things like 
saying we propose a long term 

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delivery model with Co design 
with contractors followed by a 

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build, followed by a long term 
support contract. 

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And you might say we're going to
go out to do a competitive RFP 

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to select a single partner and 
then negotiate implementation 

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terms. 
You need to be very, very clear 

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about that. 
And #8 is around governance. 

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So you need to clearly define 
and this goes into your 

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management case, the decision 
making assurance and reporting 

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structures, who's accountable 
for the benefit, who's going to 

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get benefits and who's going to 
deliver on those benefits? 

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Who's going to sign off? 
The major changes in scope? 

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Have you got a program board? 
Will they oversee the delivery? 

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Who's it chaired by? 
If this is a large budget, but 

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it probably should be the deputy
secretary of your government 

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department or the in the head of
in your country. 

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You need to about monthly 
reporting and independent 

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assurance. 
So you might say something like 

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the government's model assures 
cross agency oversight and 

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includes a benefits owner 
accountable for realizing the 

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value who is ex Johnny Smith, 
general manager of roading #9. 

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We need to embed in our plan 
both change and benefit 

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management. 
OK. 

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And they go hand in hand. 
You need benefits don't get 

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realized without a great change 
management plan, right? 

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So it doesn't matter if you do 
all the technical stuff well, or

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you do all the steps or build, 
right? 

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If you don't have a great change
management or change adoption, 

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it's a waste of time. 
And so they, they're, they're 

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intrinsically linked and you 
need to make that change 

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management visible and active 
part of your delivery plan. 

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So like I said, benefits don't 
realize themselves. 

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They include plans and resources
and timelines and mindset 

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change. 
So you might say something like 

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we've developed a change road 
map with regional championship 

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and we might imbed some training
as part of that. 

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And this is how we're going to 
incorporate the program change 

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back into a BAU business as 
usual operating model. 

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OK. 
And so you need to include that 

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and #10 you need to make sure 
that once you've completed those

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cases, so you've got your 
management plan, which we just 

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ended with, which will have a 
project delivery in it. 

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So that's including the 
government structure and your 

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change in benefits approach. 
You've got your financial case 

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and you've got your economic 
case looking at your options. 

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If you've got the strategic case
looking at the why and the 

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objectives and how you're going 
to measure this thing, you then 

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once you've done all those, you 
write an executive summary at 

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the front. 
And that number 10 point is 

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around telling a cohesive story 
across all the cases. 

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So you will find you're jumping 
in and out of these cases. 

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And I'm finding myself that it's
really hard to keep track of 180

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page document that needs to be 
that big with annexes, for 

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00:17:29,280 --> 00:17:32,520
example, but that it makes sense
all the way through and that the

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story's easy to read. 
The exact summary allows you to 

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00:17:35,520 --> 00:17:38,320
do that. 
So make sure your narrative is 

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consistent and it's compelling. 
Each case builds on the last. 

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00:17:42,680 --> 00:17:45,480
They hang together. 
So you would say our preferred 

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00:17:45,480 --> 00:17:47,480
option solves the strategic 
problem. 

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00:17:47,520 --> 00:17:50,400
It offers the best value and can
be delivered and fits within our

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00:17:50,400 --> 00:17:52,760
commercial model. 
This is how we're going to do 

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00:17:52,760 --> 00:17:55,240
it. 
OK, so that's how you need to 

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00:17:55,240 --> 00:17:59,160
construct it. 
ABCD equals the narrative and 

305
00:17:59,160 --> 00:18:02,200
you need to make sure it's 
cohesive and read well and put 

306
00:18:02,200 --> 00:18:06,320
all the major detail for the 
people that want that detail, 

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00:18:06,320 --> 00:18:09,840
not your executive team in the 
annexes. 

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I hope you've learned something 
today. 

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00:18:12,040 --> 00:18:14,360
That's my experience with Better
Business Casing. 

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00:18:14,440 --> 00:18:18,640
I haven't talked about a 
specific template today, but if 

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00:18:18,640 --> 00:18:22,480
you're interested then ask and 
if you've got experience then 

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00:18:22,480 --> 00:18:25,400
tag yourself into this post and 
tell me about it. 

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I'll see you next week.