More than just a document

All too often business cases are regarded as just another piece of paperwork to be completed as part of a bureaucratic assurance process.  But a business case is more than that – it’s the argument for undertaking a project or programme. Whilst the document itself is a key deliverable, the process of assessing options to arrive at this reasoned argument is where the true value arrives. Business cases should be developed over time through an iterative process and include consideration of different components.

The Five Case Model

In the public sector the production of business cases is a mandatory requirement in the spending approval process. The Treasury’s Five Case Model as articulated in the ‘Green Book’ has become the UK government’s best practice approach. This Model is a framework for “thinking” in terms of how interventions can be best delivered.

The business case must evidence:

1. That the intervention is supported by a compelling case for change that provides holistic fit with other parts of the organisation and the public sector - the “strategic case”;
2. That the intervention represents best public value – the “economic case”;
3. That the proposed deal is attractive to the market place, can be procured and is commercially viable – the “commercial case”;
4. That the proposed spend is affordable – the “financial case”;
5. That what is required from all parties is achievable - “the management case”.

Why is the business case development process important? See HM Treasury Green Book. Each of the five dimensions of the Case are built up during the process.
 

For more information and to book please click here