Download - 1 Better Business Cases Practitioner Course Module Two: The Preferred Solution 10 October 2013
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Better Business Cases Practitioner Course Module Two:
The Preferred Solution
10 October 2013
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Practitioner Course (Module Two) Housekeeping
• Welcome• Introductions• Registration• Are we comfortable?• Apologies?• Objectives – by the end of today….• Agenda• Parking lot – other expectations?
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Practitioner Course (Module Two) Objectives• To develop a working knowledge of the content and structure
of the Detailed and Implementation business cases.
• To develop the key skills required to develop Detailed and Implementation business cases, by: Identifying monetary and non-monetary benefits Identifying and presenting the preferred option by applying:
cost benefit analysis (CBA) multi-criteria decision analysis (MCDA) quantitative risk analysis (QRA)
• To appreciate the importance of involving key stakeholders, customers and suppliers in the business case development process.
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AgendaIntroductions
Learning Point: Q & A session
Detailed Business Case: Economic CasePresentation
Morning tea
Benefits and costsPresentation and Exercise One: Identifying and categorising benefits
Cost Benefit AnalysisPresentation and Exercise Two: Cost Benefit Analysis
Lunch Break
Intangibles and Risk AnalysisPresentation and Exercise Three: Multi-Criteria Decision AnalysisPresentation: Risk analysis
Afternoon Tea
Commercial, Financial, Management CasesPresentation and Exercise Four: Risk register and commercials
Implementation Business CasePresentation
Wrapping-up, parking lot and evaluation
Close at 4:00pm
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Learning Point - Q&A Session
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1. What is the main purpose of the Detailed Business Case?
a) To seek final funding approval prior to implementing
b) To seek approval to issue the Request for Proposal (RFP)
c) To provide the detailed analysis omitted from the indicative business case
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2. When should a Detailed Business Case be prepared?
a) For large scale information technology investment proposals
b) When requested by Treasury
c) Once the preferred way forward is approved
d) As soon as possible
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3. On what basis should a short-listed option be preferred?
a) If the net present value of monetary benefits exceeds the net present value of costs
b) If the payback period is less than five yearsc) If it is the optimal mix of costs, benefits and
risks
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4. What is the difference (if any) between an Economic Assessment and a Financial Costing?
a) Nothing: simply terminologyb) Value for Money as opposed to Affordabilityc) The financial costing ignores benefits and
costs that do not impact on the bottom line
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5. What is the recognised standard for Economic Assessment of Public Sector spending proposals?
a) Cost Effectiveness Analysisb) Cost Utility Analysisc) Regulatory Impact Analysisd) Cost Benefit Analysise) Multi-Criteria Decision Analysisf) a robust ranking exercise
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6. How many options should the Detailed Business Case address?a) 12b) 5 (the short-list
options)c) 2 (the public sector
comparator versus the PPP option)
d) 1 (if this is the only option available)
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7. Economic Assessments should reflect how many years?
a) the expected life or duration of the contract
b) the expected life or duration of the asset
c) typically 20 years
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8. When is it necessary to undertake Quantitative Risk Analysis (QRA)?a) for high risk investment proposalsb) for all investments, where fit for purposec) if two short-listed options have
indistinguishable net benefitsd) when directed by the State Services
Commissione) when planning a trip to Monte Carlo
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9. Service risks should be…?
a) transferred to the parties best placed to manage the risk
b) shared between the organisation and service suppliers
c) dealt with as they occur
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Project Strategic Assessment
Indicative Business Case
Detailed Business Case
Implementation Business Case
Programme Strategic Assessment Programme Business Case
Single Stage Business CaseSingle Stage Business CaseProject Strategic Assessment
Unpacking the Detailed Business Case: The Economic Case
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Revisit the Indicative Business Case
Procurement Strategy
Indicative Costs
Management Strategy
Key:Strategic Case – future state
Economic Case
Commercial Case
Financial Case
Management Case
Benefits
Risks
Short-list Options
CSFs
Long List Options
Options Assessment
Detailed Business Case- The Economic Case
Economic Assessment
Intangible Benefits
Risk Analysis
Sensitivity Testing
Preferred Option
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The Assessment Process
Considerintangiblecosts & benefits
Risk analysis
• A systematic process to identify the best value for money option • The objective is to fully inform decision-making• Needs to be fit for purpose (cf Scoping Document)
Analyse the short listedoptions
Estimate costs and benefits
Identify costs and benefits
Multi-criteria decision analysis
Cost Benefit Analysis
Revisit the risks (80/20) identified in Indicative Business Case
Quantitative risk analysis
Monte Carlo
Bench-marking
Revealed preference methods (Hedonic pricing)
Stated preference methods (Willingness to pay)
Revisit the benefits (80/20) and indicative costs identified in Indicative Business Case
Assumptions
Scope
Appraisal period
Discount rate
Sensitivity test and present
Scenario testing
Tell the story
Trade-offs
Preferred option
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Scope Assumption - National Economy• NZ, region, sector or organisation perspective?• “NZ inc” preferred….”national economy” or “general
equilibrium analysis”• Consider ALL sectors of the economy …• … because the actions of one agency can impose costs or
benefits on individuals or the nation as a whole• Eg, Govt subsidises beef meat producers. This results in a
lower price for beef, which in turn decreases demand for sheep meat. Need to take into account both beef and sheep meat markets
• BUT – could agree to constrained scope for internalised benefits and costs (eg new payroll system)
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Appraisal Period?• The period of analysis,
typically the useful life of the asset…
• … or the contract term (if longer)
• If different options result in differing appraisal periods: – could use the shorter period and
apply a residual value to the longer asset/contract, or
– could use the longer period and assume reinvestment of the shorter asset/contract
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Discount Rate Exercise How much would you be prepared to borrow (lend) today? In return for payment (receipt) of $100,000 in one years time?
Lender: lends $PRICE today and receives $100,000 in one year
Borrower: borrows $PRICE today and repays $100,000 in one year
Discount rate %
Today’s Price Effective Interest rate
0% $100,000 0.00%1% $99,000 1.01%2% $98,000 2.04%3% $97,000 3.09%4% $96,000 4.17%5% $95,000 5.26%6% $94,000 6.38%7% $93,000 7.53%8% $92,000 8.70%9% $91,000 9.89%
10% $90,000 11.11%15% $85,000 17.65%20% $80,000 25.00%
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Discount Rate Effectively the return that an investor (eg the Crown) would expect to receive compared to the best alternative investment (eg by the Crown in other public services or by repaying Crown debt).
Investing has an opportunity cost, related to:•the cost of capital•the risk of default•administration and tax costs, and •any profit margin (eg, for a private bank).
The UK Government discount rate reflects a social rate of time preference. A lower % discount rate is used to compensate for society’s preference for shorter term benefits and consumption now, rather than longer term benefits and deferred consumption.
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Public Sector Discount Rate Category Discount
rate
Default rate (for projects that are difficult to categorise including regulatory proposals):
8.0% pa
General purpose office and accommodation buildings 6.5% pa
Infrastructure and special purpose (single-use) buildings: water and energy , prisons, hospitals, hospital energy plants road and other transport projects
8.0% pa
Telecommunications, media and technology , IT and equipment, knowledge economy (R&D)
9.5% pa
Nb: These are real, risk adjusted discount rates and should only be applied to costs and benefits that do not include general price inflation adjustments.
Updated regularly by Treasury (latest Oct 2010) and available from: http://www.treasury.govt.nz/publications/guidance/planning/costbenefitanalysis
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Benefits and Costs
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Identifying Potential Benefits (recap)
• Refer to the BBC Benefits Management GuideQ1: Are the benefit classes sufficiently comprehensive?Q2: Are benefits from a national economy perspective?
A gain or improvement…. Or a loss (ie dis-benefit)
…. by a beneficiary (group or individual)…..
…attributable as a result of the proposed investment…. - directly or - indirectly (unintended consequences)
Or not attributable to the proposed investment…. - ie by external influences
…and measurable: - quantitative only - monetary
Or observable, but non-measurable: - ie an intangible
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Categorising BenefitsQuantifiable (monetary)
Quantifiable (non-monetary)
reduced staff absenteeism/ turnover
reduced unemployment
less road deaths
NZ productivity gains
public health
public safety
stronger communities
National security
better insulated houses
workplace culture
increased access
Qualitative (intangible & non-monetary)
efficiency gains
higher revenues
reduced/ avoided costs
time savings, due to less compliance
more/ less disposable income
redundancies
lower prices
more leisure time
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Assigning Monetary Values to Intangibles?
What are your marginal benefits or dis-benefits if the neighbouring reserve was to be developed into a….?
OR OR
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Revealed and Stated Preference MethodsHedonic pricing: •uses the different prices of a traded good to estimate the value of a non-traded good. •Eg the cost of aircraft noise disturbance on the community can be estimated by comparing house prices in noise-affected areas with prices of similar houses in similar non-affected areas
Willingness to Pay: •asks people about their preferences. •Eg a survey of how much people are willing to pay to preserve a natural wilderness area.
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Revisiting the Indicative Business Case: The POSS Case Study
Project Strategic Assessment
Indicative Business Case
Detailed Business Case
Implementation Business Case
Programme Strategic Assessment Programme Business Case
Single Stage Business CaseSingle Stage Business CaseProject Strategic Assessment
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Depts (10) A, B, C…..KDepts (10) A, B, C…..K
Suppliers
Services and Supplies (7):
Utilities,building services, telecoms & IT,office supplies, travel, catering, andcars
MISS Investing to Improve Procurement/V4$
Public
InputsEmployed
OutputsDelivered
Outcomes Achieved (intended & unintended)
Business processes
To reduce costs
To improve efficiency of service delivery
To improve quality of services
MISS Project Team
MISS Project Team
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Base Case Status Quo/ Do nothing
Less Ambitious (Public Sector Comparator)
3 Depts: A, B, CUtilities and building servicesIn-house services (including cross-agency collaboration and lead agency delivery)Phased 18 months, Public funded
Preferred Way Forward
3 Depts: A, B, CUtilities, building services, office supplies, telecoms and IM&TOut-sourced services (including supplier panels)Phased over 18 months, Public funded
More Ambitious 3 Depts: A, B, CUtilities, building services, office supplies, telecoms and IM&TStrategic Partner (ie bundled services provided by private sector partner under a single contract)Phased over 18 months, Private funded
POSS Indicative Business Case Short-listed Options
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Unpacking the Economic Case:Cost Benefit Analysis
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The Assessment Process
Considerintangiblecosts & benefits
Risk analysis
• A systematic process to identify the best value for money option
Analyse the short listedoptions
Estimate costs and benefits
Identify costs and benefits
Multi-criteria decision analysis
Cost Benefit Analysis
Revisit the risks (80/20) identified in Indicative Business Case
Quantitative risk analysis
Monte Carlo
Bench-marking
Revealed preference methods (Hedonic pricing)
Stated preference methods (Willingness to pay)
Revisit the benefits (80/20) and indicative costs identified in Indicative Business Case
Assumptions
Scope
Appraisal period
Discount rate
Sensitivity test and present
Scenario testing
Tell the story
Trade-offs
Preferred option
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Invest or Not?
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Decision should allow for Opportunity Cost
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What does the Calculation look like?Key Assumptions:Discount Rate 8.00%Appraisal period (years) 5 years
Year 0 1 2 3 4Discount factor (mid-year) 0.96225 0.89097 0.82497 0.76387 0.70728
Total Benefits (mid-year) $100 $100 $100 $100 $100Present Value of Benefits (mid-yr) $96 $89 $82 $76 $71Present Value of Benefits $415
Total Costs (start-year) -$450 $0 $0 $0 $0Present Value of Costs -$450 $0 $0 $0 $0Present Value of Costs -$450
Net Cash Flows -$350 $100 $100 $100 $100Net Present Value (by year) -$354 $89 $82 $76 $71Cumulative NPV -$354 -$265 -$182 -$106 -$35Refer to the Tertiary Education Commission CBA spreadsheet template at:http://www.tec.govt.nz/Tertiary-Sector/Crown-Interest/Business-Cases/Step-Two--Business-Case-Development/
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What is Cost Benefit Analysis (CBA)?• an economic assessment tool• CBA quantifies all costs and benefits in monetary terms, and
discounts to today’s dollar equivalents (“Present Value”)• Present value = [cash flow ($)]/(1+discount rate)n
• Eg: $10 expected in 5 years time at 8%pa = 10/(1.08)5 = $6.81 now
• Objective = Present Value of expected benefits > Present Value of expected costs (ie “NPV positive”)
• CBA can be used to quantitatively rank alternative options (NPVA($) > NPVB($))
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Why use Cost Benefit Analysis (CBA)?Decision-makers can be provided with a consistent and systematic basis for comparing proposals with different levels of estimated benefits at different times
– Does the proposal provide a net benefit to the community as a whole?
– Should an existing project or programme be continued?– Which option is preferred (on the basis of net monetary
benefits)?– Which of various alternative projects or programmes
should be undertaken?
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Some Rules for Applying CBA• DO assign monetary values if possible (and credible!)• INCLUDE all cash flows and opportunity costs• DON’T:
– over-cook the analysis (make it fit for purpose)– double-count benefits– attribute benefits that do not result from the investment– inflate values for general inflation
• EXCLUDE:– sunk costs (interested in marginal costs & benefits only)– financing costs (included in the discount rate)– depreciation (a non-cash allowance for wear)– transfer payments (eg taxes and social benefits)– optimism bias (to the extent the discount rate is risk adjusted)
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CBA vs CEA vs CUACost Benefit
AnalysisCost Effectiveness
AnalysisCost Utility Analysis
PV of Benefits ($) PV of Costs ($)
Quantitative Benefits (n) PV of Costs ($)
Intangible Benefits (U) PV of Costs ($)
Option A < Option B Option A < Option B Option A < Option B
$150$100
$250$100
15$100
25$100
U$150
U$100
BBC preferred for monetary benefits and costs.
Only used for similar comparable options that result in a quantitative benefit (eg lives saved in transport or Quality Adjusted Life Years for health proposals)
Only used for options that provide similar intangible benefits (or utility). For example defence capability.Use multi-criteria analysis instead.
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Present Value of Marginal Costs ($m)
B/C ratio = 1.0(ie NPV=0)
Presenting the Cost Benefit Analysis
Status Quo Option
Do Min Option
AspirationalOption
Non-optimal Option
Costs exceed benefits
Benefitsexceedcosts
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Analysing Intangibles
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Pros ConsEnables non-monetary impacts to be incorporated into the decision-making process
… But depends on subjective judgements of panel members
Can provide transparency and an audit trail
… But needs to be robust, eg criteria can overlap resulting in double-counting
More flexible than CBA and easy to implement
… But potentially less rigorous than a (good) CBA
Multi-Criteria Decision Analysis (MCDA)• A systematic process for ranking alternative proposals against
decision-makers’ preferences, objectives and criteria
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Examine Results
Score Options
Weight Criteria
IdentifyCriteria
IdentifyStakeholder Panel
How to Undertake the MCDA WorkshopThe choice of stakeholder panel is critical as it influences mix of preferences
Criteria should be complete, assessable and independent (to avoid double counting). Fewer is better – ie exclude redundant criteria and cluster.
The panel should assign % weights to each criteria by its contribution to achieving the investment objectives and value for money
For each criteria, the panel score each option (0 least preferred, 10 most) and then multiply by the weight. To ensure scoring is objective and consistent, use software tools that generate numeric values by comparing elements pairwise. (cf 1000 Minds Ltd, Catalyze Ltd, MACBETH (process)).
Test the robustness of the overall scoring. Does it make sense - REALLY? Document to demonstrate that the analysis is robust. Name the panel members
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Risk Analysis
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Present Value of Marginal Costs ($m)
B/C ratio = 1.0(ie NPV=0)
B/C ratio = 2.0
B/C ratio = 3.0
Why Quantify Risk?
Option B – high risk
Option A – low risk
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Managing UncertaintyWhat is a Risk?
“..the chance of something happening that will have an consequence on the achievement of proposal objectives (ie prevent, delay, degrade, enhance, create)…” Measured by consequence ($) and likelihood (%)
What are our Choices for managing risk?
• To avoid it• To mitigate it• To transfer it or share it with
another party• To accept it
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Almost certain High High Extreme Extreme Extreme
Likely Moderate High High Extreme Extreme
Possible Low Moderate High Extreme Extreme
Unlikely Low Low Moderate High Extreme
Rare Low Low Moderate High High
Insignificant Minor Moderate Major Catastrophic
Categorising Risks against our Risk Tolerance Profile
Likelihood
Consequence
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Why do we Identify and Quantify Uncertainty?
• To evaluate the realism of our estimates of benefits, costs and timing (of deliverables, including scheduling risks)
• To inform choices between competing short-listed options with different risk profiles
• To inform trade-offs between different risk management strategies (eg to transfer or to accept)
• To determine thresholds for triggering decisions to invest, to draw-down funding, to proceed (or NOT)
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Attempts to Quantify UncertaintyDiscount Rate Adjustment %•down-side only•impacts more on long-term cash flows
Optimism Bias %•down-side only •lacks transparency if applied inside the CBA•attempts to value the cost of risk
Hi/Lo ranges $•could be fit for purpose•could be linked to a confidence level (ie 90% of the time)•can’t model interactions between different risks
year
PV of net benefit
year
PV of net benefit
Mid-point estimate
Lower bound
Upper bound
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Monte Carlo Analysis• What is Monte Carlo Analysis?
– A quantitative risk modelling method – That aims to model the impact of varying key inputs
on the outcome of the overall investment• When to use it?
– simple techniques cannot adequately describe the range of possible outcomes
– input variation significantly impacts on outcomes – input variation can be explained by a probability
distribution • How …….?
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Input #1 Distribution: Exchange Rates
• Problem = estimate variability over a 6-month period• Distributions “fitted” to historical rates, mean= $0.61
Exchange Rate
0.000
0.010
0.0200.030
0.040
0.050
0.0600.070
0.080
0.090
$0.54 $0.56 $0.58 $0.60 $0.62 $0.64 $0.66
Exchange Rate USD
Pro
ba
bil
ity
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Outcome Distribution: NZ$ Funding Gap
Mean = $34.5m, Std Dev= $1.5m, 95% of outcomes below $36.9m
NZD Purchase Price
0.000
0.020
0.040
0.060
0.080
0.100
0.120
$29 $31 $33 $35 $37 $39
Purchase Price
Pro
ba
bil
ity
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Total Project Costs ($NZ millions)$36.9mMean = $34.5m
0.00
0.95
1.00
0.50
0.25
Joint Minister approval required above 25th percentile
Cabinet approval required above 50th percentile
Department able to draw down cash to the 25th percentile
Consider termination above 95th percentile
$34m
Project Mgt: Triggering Decision Points
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Sensitivity Testing – What if?....Scenario Analysis•asks “what if” questions and recalculates the overall results•what if one or more sensitive/key variables were changed by ±10%? •3 scenarios:
– pessimistic– most probable or base scenario – optimistic
Switching valueHow much would a variable (eg the exchange rate) have to change to change the preferred option?
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Planning for Procurement and Delivery
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Indicative Business
Case
Indicative Business
Case
Short-list Options
Procurement Strategy
Indicative Costs
Management Strategy
Key:Strategic Case – future state
Economic Case
Commercial Case
Financial Case
Management Case
Detailed Business Case
Economic Assessment
Case for Change
Non-monetary
Risk Analysis
Sensitivity Testing
Procurement Plan
Financial Costing
Project Mgt Plan
Risk Mgt Plan
Change Mgt Plan
Benefits Mgt Plan & PIR
Revisit Case for Change
Benefits
Risks
Preferred Option
Funding Gaps
Balance Sheet Analysis
Chief Execs Letter
Mgt Case Workshop
MCDA Options Workshop
Commercial Case Workshop
Financial Case Workshop
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Investment Objectives
Existing Arrangements
Business Needs
Scope
CSFs
Benefits
Risks
Constraints & Dependencies
Long List Options
Initial Options Assessment
Initial Options Assessment
Key:Strategic Case – current stateStrategic Case – future state
Economic CaseCommercial CaseFinancial CaseManagement Case
Economic Assessment
Non-monetary
Risk Analysis
Sensitivity Testing
Procurement Plan
Financial Costing
Project Mgt Plan
Risk Mgt Plan
Change Mgt Plan
Benefits Mgt Plan & PIR
Preferred Option
The Single Stage Business Case Roadmap
Case for change Workshop Options
Workshop #1
Commercial Case Workshop
Financial Case Workshop
Mgt Case Workshop
Benefits & Risks Workshop
Options Workshop #2
Strategic Context
Problems
Benefits
ILM Workshop #1Problems
ILM Workshop #2Benefits
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Commercial Case – Preparing for the Potential Deal
• Procurement strategy• Service requirements• Risk allocation• Payment mechanisms• Contractual and other issues• Workshop - with who?
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www.Procurement.govt.nz – 8 Step Guide to Mastering Procurement
1
2
3
4
5
6
7P
LA
N
SOURCE
MANAG
E
Initiate project
Specify requirements
Plan approach to market & evaluation
Approach market& select supplier
Managecontract & relationships
Negotiate & award contract
Review 8
Identify needs & analyse themarket
needs
Detailed Business Case
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Financial Case – Ascertaining Affordability and Funding Requirements• Assumptions (organisation
perspective)• Financial costing model• Best estimates of expenditure less
revenue• Balance sheet impacts?• Funding gaps (operating & capital)?• Possible user charges?• Scenarios (high, med, low)• Contingencies• Chief Executives letter• Workshop – with who?
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Management Case – Plan for DeliveryProject management strategy, methodology, framework, governance,
project structure, reporting arrangements, milestones, key personnel, roles and responsibilities
Change management strategy, framework and change management plan
Benefits Management strategy, benefits map, benefits register (including owners), and realisation plan
Risk Management strategy, framework including embedding into business processes, risk register and reporting requirements
Post-project Evaluation
process, timing and responsibility.
Chief Executives Letter formal assurance that the proposal and resource requirements are owned at a high level
Workshop With who?
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Project Strategic Assessment
Indicative Business Case
Detailed Business Case
Implementation Business Case
Programme Strategic Assessment Programme Business Case
Single Stage Business CaseSingle Stage Business CaseProject Strategic Assessment
Project Implementation Business Case
Better Business Cases “Investing for change”
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Implementation Business CasePurpose• Identify the supplier that offers the best value for money• Detail the negotiated and commercial and contractual
arrangements• Confirm the proposed arrangements are affordable• Organise the detailed management and delivery arrangements
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Indicative Business
Case
Indicative Business
Case
Short-list Options
Procurement Strategy
Indicative Costs
Project Mgt Strategy
Key:Strategic Case – future state
Economic Case
Commercial Case
Financial Case
Management Case
ImplementationBusiness CaseCase for
Change
Procurement Plan
Financial Costing
Project Mgt Plan
Risk Mgt Plan
Change Mgt Plan
Benefits Mgt Plan & PIR
Revisit Case for Change
Benefits
Risks
Preferred Option
Detailed Business
Case
Detailed Business
Case
Evaluate Best & Final Offers
Financial Implications
Project Mgt Plan
Risk Mgt Plan
Change Mgt Plan
Benefits Mgt Plan & PIR
Revisit Case for Change
Revisit Options
Negotiated Deal
Sign Contract
Issue RFPIssue RFI
(Finalise for implementation)(Planning for delivery)
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www.Procurement.govt.nz – 8 Step Guide to Mastering Procurement
1
2
3
4
5
6
7
PL
AN
SOURCE
MANAG
E
Initiate project
Specify requirements
Plan approach to market & evaluation
Approach market& select supplier
Managecontract & relationships
Negotiate & award contract
Review 8
Identify needs & analyse themarket
needs
Implementation Business Case
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• To develop a working knowledge of the content and structure of the Detailed and Implementation business cases.
• To develop the key skills required to develop a Detailed or Implementation business case by: Identifying monetary and non-monetary benefits Identifying and presenting the preferred option by applying:
cost benefit analysis (CBA) multi-criteria decision analysis (MCDA) quantitative risk analysis (QRA)
• To appreciate the importance of involving key stakeholders, customers and suppliers in the business case development process.
• PARKING LOT?
Did we meet our Objectives?
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Additional Background InformationFurther background information on Better Business Cases, including guides, templates and links to related guidance and web-sites, is available at: http://www.infrastructure.govt.nz/publications/betterbusinesscases
Further information on economic assessment tools is available at:•http://www.treasury.govt.nz/publications/guidance/planning/costbenefitanalysis•http://wales.gov.uk/funding/wiipindex/5cmodel/?lang=en•http://www.hm-treasury.gov.uk/data_greenbook_index.htm•http://www.finance.gov.au/obpr/cost-benefit-analysis.html
A spread-sheet cost benefit analysis template is available at: http://www.tec.govt.nz/Tertiary-Sector/Crown-Interest/Business-Cases/Step-Two--Business-Case-Development/ 8 Step Guide to Mastering Procurement at www.Procurement.govt.nz
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Where to get support?For Better Business Cases guidance, templates and training programmes,
the Treasury National Infrastructure Unit (NIU) web-site: http://www.infrastructure.govt.nz/publications/betterbusinesscases
For general Better Business Cases inquiries, email: [email protected]
For further detail on this training material:Lewis WeatherallSenior ConsultantMobile: 0274 409706Email: [email protected]