The terms business case competency and maturity levelrefer to the skills, knowledge, and case-building capabilities of a business organization. As an organization's competency (maturity level) rises, case building efficiency and the quality of business case results improve.
This article further defines and explains the business case competency and maturity level concepts, presents a simple checklist for rating an organization's maturity level, and outlines essential requirements for a competency-raising program.
- What is business case competency?
- What is the business case competency maturity level concept?
- Business case competency drives business case Value.
- What are the five competency maturity levels and what is their meaning?
- How can organizations raise business case competency/? Think program.
- Does business case competency maturity level Matter?
- The article Business Case presents a complete introduction to business case structure and content.
- See Cash Flow Statements in the Business Case for an introduction business case cash flow estimates.
- See Business Benefits for more on the value of business benefits--financial and non financial benefits.
- The article Business Case Proof explains the rationale and methods for business case proof.
Everyone involved with your business case or ROI study is likely to have serious questions in mind about the case building process. The project manager, the outside consultant, and senior management all want to know what they are in for and whether or not the results will be worth the effort. Those involved in building the case will want to know, specifically:
- How long will it take to prepare the business case?
- How many hours of work and other resources will be needed?
- Will the results be accurate?
- Will the results give us confidence that we're making the best business decision?
You might expect the answers to depend on such things as the complexity of the project or investment under analysis, or the level of funding involved. Answers are surprisingly predictable, but they usually depend little on those factors. Answers depend on—and are more predictable from—knowledge of the organization's competency maturity level, as well as the skills of the individual leading the business case project. Wise managers planning a case-building project and trying to "scope" resource requirements and likely outcomes, will first assess the case building competency of both the organization and the individuals.
Green and Red triangles in the image below are meant to suggest the relationship management can expect between (a) the organization's competency maturity level, and (b) the cost and quality of business case results.
Maturity Drives Value Creation
As maturity level increases, business case results create value tangibly, through Increasing:
- Stakeholder Focus: Results speak directly to decision support needs of individual stakeholders.
- Practical Value: Case results bring decision makers quickly to a confidence level they need to take action. Case results also provide practical guidance that extends through the life of a proposed action: specific guidance for controlling costs, minimizing risks, and maximizing returns.
- Transparency.The path from assumptions, to data sources, to analytic methods, to case results, to conclusions and recommended actions, is clear and accessible to all involved with the case.
- Consistency. The organization uses a consistent approach to case building and case reviewing, meaning that case builders and reviewers know precisely what to look for in each new case.
- Credibility, The veracity of case results is beyond question. Reviewers do not question this conclusion: Ifthe case builder's assumptions stand, the results provided will follow. Reviewer's may of course question the case builder's assumptions, but all important assumptions are exposed and open for debate.
- Increasing Accuracy in business case results means that management ability to use case results effectively for decision support, planning, management and control, and accountability purposes, increases.
Maturity Works Against Value Destruction
As maturity level increases, moreover, the case building process itself is increasingly less responsible for value destruction decreases. As maturity level increases, the organization sees decreasing levels of:
- Uncertainty in Business Case results. There is high probability that results other than predicted results will occur.
- Costly Mistakes. Fewer decisions are taken to fund projects that should not be funded, or to make investments that turn out badly.
- Opportunity Loss. Fewer projects or investments that should be made will be overlooked.
- Case Building Costand time, effort, and other resourcesneeded for case building decrease.
Management or an outside consultant can easily assess an organization's competency maturity level simply by checking bullet points in the five "Maturity Level' sections that follow.
Each bullet point describes something that is typically done in the organizations at a given level. For most real organizations, the results may in fact include check marks at more than one level. For most organizations, however, there will be a concentration or cluster of checks in the level that best describes the organization.
- There is little or no awareness of the value of business case analysis in decision making and planning.
- Managers and decision makers are largely unaware of the role business cases can play in reviewing capital proposals, in project management, in evaluating budgetary funding requests, in product life cycle decisions, or in setting target levels for strategic objectives.
- Proposals and funding requests do not need to provide financial justification, cost benefit analysis, or return on investment projections.
- There is an awareness that the company needs business case competency, but only that.
- "Customer ROI" may figure prominently in the company's marketing messages, but the firm neither knows nor measures its own ROI own training, marketing, R&D, projects and programs.
- The company still makes bad, costly decisions that could have been avoided with good business case analysis.
- No one knows gross profit or contribution margin by product, product line, or service offering.
- Some in the firm perform business case analysis for planning and decision support, but the analyses are not standardized or re-usable.
- Elaborate Total Cost of Ownership (TCO) models are developed, but only cost savings are captured and strategic benefits not quantified.
- There is much talk of business case analysis and ROI but most people don't know how to do them.
- Financial results are modeled in Excel, but the results are not re-usable, not standardized.
- There is a recognized need for business case training.
- ROI on training, marketing, R&D, and projects are partially known from a few ad-hoc case studies.
- There are established internal business case standards.
- ROI on training, marketing, R&D, and projects are partially known from case studies, but not through established, continuing monitoring.
- Business cases measure risks and identify critical success factors, using dynamic financial models and Monte Carlo simulation.
- There is a cross-functional, cross-organizational "Core team" with business case expertise.
- Funding requests above a specified level require business case support.
- Business case results are reviewed by top management, and people are held accountable for results.
- The company contracts with its customers based on service level agreements and projected customer business performance.
- Business case projections and models are used for management and control throughout the life of the project or investment.
- There is a library of previous business cases and business case resources accessible to all.
What does it take to establish good business case practice in real-world organizations? Training? A good business case tool? Management directives? For most organizations, the answer is: all of the above and more. Establishing good business case practice requires a programmatic effort with several components.
Organizations that reach for a quick-fix point solution fail usually fail to establish long-lasting competency that benefits the organization. Sometimes, for instance, a senior manager (usually in Finance) creates business case templates, puts them on a website, with instructions, and requests that people use them. Management may even direct people to "get with the program" and require that proposals and funding requests use the approved templates. The usual result from this kind of point solution is that incoming business case reports seem to fit the required format, but do nothing to improve the quality of decision making, or the confidence of decision makers.
Movement towards improved business case competency for the organization begins when people throughout the organization understand fully that:
- Establishing good business case competency calls for a program of coordinated actions. The program requirements below suggest actions that may be considered essential.
- Establishing a higher maturity level of business case practice takes time. It is very difficult for large organizations to bring themselves up two levels on the maturity scale in less than a year.
- The Business Case Competency Program has to be a multifaceted, cross-organizational Initiative, involving senior management, project managers, capital review committee members, product managers, strategic planning staff, Finance, Accounting, the Budget Office, and anyone else who submits funding requests.
Experience shows that no single point above by itself guarantees business case competency in the organization. Establishing the capability and the habit for good case-building practice is a program of coordinated activities, not a point solution.
Experience shows, moreover, that companies and government organizations that succeed in raising their competency maturity level achieve success through a program that includes all or most of the following components
Program Requirement 1
The program has to be driven by one or more individuals who put a high priority on improving business case practice in the organization, who have the time, resources, and motivation to coordinate and drive the other program elements below. The Champion's Roles is Program Manager and Project Manager for Program Components, but also internal Marketing Manger for the program.
The Business Case Competency Program Champion may very well have to compete with other Program and Project Managers for funding support and Management sponsorship. Success of the Program will depend ultimately on the level of the Champion's motivation and desire to succeed.
Program Requirement 2
A High Level Sponsor: Management Support and Attention
Programs success is more likely if the Champion (Program Manager) has the Attention and support of high level management sponsor. Learning and compliance move forward more quickly if top management and other influential leaders let it be known continuously that they expect funding requests and other proposals from now on to have business case support.
Program Requirement 3
Clear Standards for What Constitutes an Acceptable Business Case
Established standards or acceptability criteria produce the consistency that submitters and reviewers need in order to evaluate proposal after proposal. They also provide focal points for reviewers to explain to submitters why their proposal was or wasn't approved.
Program Requirement 4
A High Level Sponsor: Management Support and Attention
Carrots and sticks (In other words,
consequences for using or not using good business
Senior management communicates clearly that successful proposals and acceptable plans require business case support that meets locally established business case standards. Proposals that do not have this support will not be approved or funded.
Program Requirement 5
Well-Publicized Business Case Successes
Well publicized Business Case Success accounts, early in the program, serve as examples for other case-builders. They also signal that this kind of case is within reach of everyone who needs to produce one. They say loudly and clearly that compliance with the business case program is already underway. This is not something to start at some indefinite future time.
Program Requirement 6
Online Case-Building Resources
Readily accessible analytic tools, templates and sample financial models help motivate and guide first-time and experienced case-builders alike. Ideally, online resources available to case builders include a library of previously built cases, as well as easily accessible essential data for case building, such as such as labor costs, the organization's current and historical business plans, and the organization's current capital and operating budgets. Also very helpful are easily accessed summaries of local used criteria for prioritizing capital spending requests.
Program Requirement 7
Help When Needed
First-time and experienced case builders alike often encounter problems, or questions, that bring case building to a halt while they attempt to find an answer. Organizations operating at highest business case maturity levels ensure that expert help is immediately available to everyone involved with business case work. This need not be a full-time help desk, but it should be at least a person with case building experience and knowledge on call for case builders who are stumped or suddenly "out of their depth."
Program Requirement 8
Business Case Training
Professional qualitybusiness case training gives case builders and case reviewers the confidence they need to take action, based on classroom experience and a clear understanding of business case essentials. Essential understanding Includes basic understanding of business case rationale (the nature of business case "proof"), the essential components of business case design, important differences between strong and weak cases, how to legitimize benefits for the case, and how to be sure all the relevant costs are included).
Program Requirement 9
A Common Vocabulary of Business Case Terms
Those who build cases, those who review cases, and those who use the results for decision support and planning need to share a common understanding of essential business case structure and contents, described based on a common business-case vocabulary (such as that presented in the Business Case Essentials or the Business Case Guide).
Does it really matter where your people and your organization stands on the maturity scale? The benefits from achieving higher maturity levels are tangible, measurable in financial terms, and large. There is, in other words, a strong "case" for building case building competency.
As maturity level rises, management will find measurable evidence of ...
- Fewer bad decisions, which result in projects over budget, late, and missing targets.
- Much less effort on business case analysis, developing decision support and planning information.
- Decision makers acting with a high level of confidence.
- Projects and programs successfully managed for lowest risk and maximum return.