- British Columbia



-2895600-85703800-53340-45169700426720271145DRAFT OUTLINE0DRAFT OUTLINEBusiness Case: Level II<Insert Title of Business Case>5790565846455005897880438848500Contents TOC \o "1-3" \h \z \u 1Cover Sheet PAGEREF _Toc414278425 \h 52Executive Summary PAGEREF _Toc414278426 \h 63Investment/Business Case Context PAGEREF _Toc414278427 \h 73.1Need for the Investment PAGEREF _Toc414278428 \h 73.1.1Problem to Be Addressed PAGEREF _Toc414278429 \h 73.1.2Desired Future State & Change Drivers PAGEREF _Toc414278430 \h 73.2Current Strategic Priorities PAGEREF _Toc414278431 \h 83.2.1B.C. Government Strategic Priorities PAGEREF _Toc414278432 \h 83.2.2Ministry and/or Sector Strategic Priorities PAGEREF _Toc414278433 \h 83.2.3Information Management (IM) / Information Technology (IT) Strategic Priorities PAGEREF _Toc414278434 \h 83.3Risk of Not Pursuing the Investment PAGEREF _Toc414278435 \h 83.4Cross-Government, Cross-Jurisdictional & External Analysis PAGEREF _Toc414278436 \h 83.4.1Research Approach PAGEREF _Toc414278437 \h 83.4.2Summary of Lessons Learned & Program Implications PAGEREF _Toc414278438 \h 83.5Investment Risks, Dependencies, Constraints & Benefits Criteria PAGEREF _Toc414278439 \h 93.5.1Investment Risks, Dependencies & Constraints PAGEREF _Toc414278440 \h 93.5.2Main Benefits Criteria PAGEREF _Toc414278441 \h 104Part One: Detailed Analysis & Program Definition PAGEREF _Toc414278442 \h 114.1Analysis of Alternatives to IM/IT Investment PAGEREF _Toc414278443 \h 114.1.1IM/IT Alternatives Comparison PAGEREF _Toc414278444 \h 114.1.2IM/IT Alternatives Analysis Summary PAGEREF _Toc414278445 \h 114.2IM/IT Solution Options Analysis & Selection PAGEREF _Toc414278446 \h 124.2.1Option #1: Status Quo PAGEREF _Toc414278447 \h 134.2.2Option #2: <Option Name Here> PAGEREF _Toc414278448 \h 154.2.3Option #3: <Option Name Here> PAGEREF _Toc414278449 \h 184.2.4Option #4: <Option Name Here> PAGEREF _Toc414278450 \h 184.2.5Comparative Analysis & Selection PAGEREF _Toc414278451 \h 184.3Value Contributions & Change Implications of the Selected Option PAGEREF _Toc414278452 \h 194.3.1Financial Costs PAGEREF _Toc414278453 \h 194.3.2Financial Benefits PAGEREF _Toc414278454 \h 234.3.3Overall Financial Sensitivity PAGEREF _Toc414278455 \h 244.3.4Non-Financial Benefits PAGEREF _Toc414278456 \h 254.3.5Organizational Change Impact PAGEREF _Toc414278457 \h 264.4Program Definition PAGEREF _Toc414278458 \h 294.4.1Program Milestones & Gating PAGEREF _Toc414278459 \h 294.4.2Program Dependencies PAGEREF _Toc414278460 \h 294.4.3Critical Success Factors PAGEREF _Toc414278461 \h 294.4.4Enterprise Architecture Compliance PAGEREF _Toc414278462 \h 294.4.5Security Policy Compliance PAGEREF _Toc414278463 \h 294.4.6Key Risks & Proposed Response PAGEREF _Toc414278464 \h 305Part Two: Proposed Implementation Approach PAGEREF _Toc414278465 \h 315.1Program Execution Plan PAGEREF _Toc414278466 \h 315.1.1Description of Projects PAGEREF _Toc414278467 \h 315.1.2Program Schedule PAGEREF _Toc414278468 \h 315.1.3Planning Assumptions PAGEREF _Toc414278469 \h 315.2Technology Impact PAGEREF _Toc414278470 \h 315.2.1Technology Integrations PAGEREF _Toc414278471 \h 315.2.2Technology Constraints PAGEREF _Toc414278472 \h 315.3Staffing & Organization PAGEREF _Toc414278473 \h 325.3.1Staffing PAGEREF _Toc414278474 \h 325.3.2Proposed Management & Governance Team PAGEREF _Toc414278475 \h 325.4Procurement Approach PAGEREF _Toc414278476 \h 325.4.1Procurement Options Identification PAGEREF _Toc414278477 \h 335.4.2Procurement Analysis & Recommended Approach PAGEREF _Toc414278478 \h 335.5Vendor Management Approach PAGEREF _Toc414278479 \h 345.6Risk Management Approach PAGEREF _Toc414278480 \h 345.7Organizational Change Management (OCM) Approach PAGEREF _Toc414278481 \h 345.7.1OCM Framework PAGEREF _Toc414278482 \h 345.7.2Communication Approach PAGEREF _Toc414278483 \h 345.8Governance Structure (Controls) PAGEREF _Toc414278484 \h 355.9Key Delivery Risks PAGEREF _Toc414278485 \h 355.10Benefits Realization Approach PAGEREF _Toc414278486 \h 365.10.1Description of Benefits PAGEREF _Toc414278487 \h 365.10.2Key Benefits Realization Risks PAGEREF _Toc414278488 \h 376Appendices PAGEREF _Toc414278489 \h 386.1Approved Concept Case PAGEREF _Toc414278490 \h 386.2Consultations Completed PAGEREF _Toc414278491 \h 396.3Detailed Analytical Model PAGEREF _Toc414278492 \h 406.4Detailed Project Plan PAGEREF _Toc414278493 \h 416.5Detailed Vendor Management Plan PAGEREF _Toc414278494 \h 416.6Detailed Risk Management Plan PAGEREF _Toc414278495 \h 416.7Detailed Benefits Realization Plan PAGEREF _Toc414278496 \h 416.8Full Benefits Register PAGEREF _Toc414278497 \h 416.9Quality Management Plan PAGEREF _Toc414278498 \h 416.10IM/IT Operations Readiness Plan PAGEREF _Toc414278499 \h 417Baseline Changes PAGEREF _Toc414278500 \h 42Cover SheetBusiness Sponsor<Business Sponsor Name & Contact Information>Lead Sector or Ministry<Lead Sector or Ministry>Other Contributing Sectors and/or Ministries<Sector or Ministry><Sector or Ministry><Sector or Ministry>Business Case TeamNameContact Information<Name><Name><Name><Contact Information><Contact Information><Contact Information>Proposed Program Name<Name of the Proposed Program>Investment Category<Transformation / Upgrades & Renovations / Rehabilitation & Maintenance >Proposed Program Management Team<Proposed Program Management Team><Proposed Program Management Team><Proposed Program Management Team>ApprovalsSignatureDateExecutive SponsorName<Name>Division/Branch or Agency<Division/Branch or Agency>Ministry/Sector<Ministry>Deputy Minister Name<Name>Division/Branch or Agency<Division/Branch or Agency>Ministry/Sector<Ministry>Ministry/Sector EFOName<Name>Division/Branch or Agency<Division/Branch or Agency>Ministry/Sector<Ministry>Ministry/Sector CIOName<Name>Division/Branch or Agency<Division/Branch or Agency>Ministry/Sector<Ministry>Executive SummaryThe executive summary should not exceed four to five (4-5) pages. Each sub-section below states a suggested length. Please note that the actual length of each section will vary depending on the business case.Investment Background & Program IntroductionBackgroundThis sub-section of the executive summary will cover the following details in brief:Description of the need for the investment by stating the current problem, desired future state and change drivers;Definition of the objectives of the investment;Overview of B.C. Government, lead Ministry/Sector and IM/IT current strategic objectives and the alignment of the investment to specific priorities therein;Description of risks resulting from maintaining the status quo;List of internal, external and cross jurisdictional research that was completed and highlights of lessons learned;Definition of the main expected benefits to the Government and Citizens of B.C. that will be used within the analysis.A reasonable length for this section would be approximately 1 ? - 2 pages. Program Introduction This sub-section of the executive summary will cover the following details in brief:Name of the proposed program;Category of investment;Name of the Business Sponsor;Name and relevant experience of the management team;Description of what the program is and what the expected outputs are. A reasonable length for this section would be approximately 1 - 1 ? pages. Business Case OverviewDetailed Analysis This sub-section of the executive summary will cover the following details in brief:Alternatives to an IM/IT investment and justification for pursuing an IM/IT investment;IM/IT solution options that were analyzed and the results of the comparative analysis completed; Insertion of the proposed solution’s cost and benefit schedule, income sheet style with the NPV clearly indicated (Business case team to use the business case workbook template provided);Statement of the total funding required and the current funding request for this gate;Discussion of financial and non-financial benefits;Insertion of the high-level milestone schedule that includes proposed gating, subsequent funding asks and a list of interdependencies with other programs (in-flight, approved or proposed).Proposed Implementation ApproachThis sub-section of the executive summary will cover the following details in brief:Statement of projects within this program;Description of the high-level governance structure;Overview of the risk management approach, key delivery risks and their mitigation; Overview of the benefits realization approach, key benefits realization risks and their mitigation. A reasonable length for this section would be approximately 2 – 2 ? pages. Investment/Business Case ContextA detailed overview of the ideas presented within the concept case will be presented here. Due to the overlap between this component of the business case and the concept case, re-using content from the concept case is encouraged to reduce re-work. In addition to re-confirming the case for change, the Investment or business case context will:Set clearly defined investment objectives,Communicate the results of the completed cross-jurisdictional and external analysis, andSet boundaries for the analysis of benefits, risks, dependencies and constraints.Need for the InvestmentThe need for the investment, commonly referred to as the ‘Case for Change’, will be discussed here. This is covered through a discussion of the problem at hand, the ideal future state and factors driving the investment’s urgency. In addition to the content covered within the concept case, the Business case will also clearly define objectives for the investment.Problem to Be AddressedUnless additional information can be provided, this section can re-use the section of the same name from the concept case. Desired Future State & Change Drivers Unless additional information can be provided, this section can re-use the section of the same name from the concept case. Desired Future StateUnless additional information can be provided, this section can re-use the section of the same name from the concept case. Change DriversUnless additional information can be provided, this section can re-use the section of the same name from the concept case. Summary of Investment ObjectivesBased on the gap identified through the problem discussion and desired future state description, a set of measurable business objectives will be defined for the investment. Meeting each of these objectives through full attainment of benefits from the program’s outputs will resolve the problem stated within the business case. The U.K. Treasury’s Green Book (2014) lists the following examples of investment objectives that could be considered: Increase revenue of an existing service or through creation of a new service. Reduce the cost of an existing service. Improve the throughput of the service whilst reducing unit costs. Improve the quality of the service, both in terms of its operational outputs and business outcomes. This could include meeting policy changes, and delivering new operational targets.Replace elements of the existing service.Meet some form of statutory or regulatory requirement, or organizational requirement. Current Strategic PrioritiesWithin this section of the investment context, an organizational overview of the current Government-wide, Ministry, Sector and IM/IT priorities will be provided. The business case will then discuss how pursuing this investment is aligned to the current strategic focus of Government. B.C. Government Strategic PrioritiesAt a high level, describe the current vision and objectives of the B.C. Government. Discuss how pursuing this investment is aligned to these areas of focus. Ministry and/or Sector Strategic PrioritiesAt a high level, describe the current vision and objectives of all Ministries or Sectors that will be deeply involved in the proposed program. Discuss how pursuing this investment is aligned to their areas of strategic focus. Information Management (IM) / Information Technology (IT) Strategic PrioritiesAt a high level, describe the current vision and objectives as articulated by the OCIO as well as any specific objectives for IM/IT within the Ministries and/or Sectors that will be deeply involved in the proposed program. Discuss how pursuing this investment is aligned to these areas of focus. Risk of Not Pursuing the InvestmentThe focus of this section of the Investment Context should clearly convey why alternatives to the status quo deserve consideration. Risks that will be introduced as a result of not pursuing this investment may closely tie to the change drivers described earlier and can also include opportunity costs. Cross-Government, Cross-Jurisdictional & External AnalysisResearch ApproachWithin the concept case, a proposed research approach was outlined. Under this section, an outline of the research actually completed will be included and variances from the intended approach will be noted.Summary of Lessons Learned & Program ImplicationsWithin the table below, the lessons learned and other information gained with specific implications to the proposed program will be discussed.Description of Research CompletedLessons Learned & Program ImplicationsResearch Area #1<Discuss lessons learned from the cross-government, cross-jurisdictional and external research completed. Identify any implications that this may have for the proposed program.>Research Area #2<Discuss lessons learned from the cross-government, cross-jurisdictional and external research completed. Identify any implications that this may have for the proposed program.>Research Area #3<Discuss lessons learned from the cross-government, cross-jurisdictional and external research completed. Identify any implications that this may have for the proposed program.>Research Area#...N<Discuss lessons learned from the cross-government, cross-jurisdictional and external research completed. Identify any implications that this may have for the proposed program.>Investment Risks, Dependencies, Constraints & Benefits CriteriaThe purpose of this section within the investment context is to set boundaries for the options that will be presented and analyzed. Discussing the investment risks, dependencies and constraints will make sure that the options presented are viable in the current landscape. Setting benefits criteria will make sure that the focus of the economic analysis between options is on their ability to achieve the key investment objectives required by the program by delivering on the key benefits. Investment Risks, Dependencies & ConstraintsThis section is intended to cover any high level risks, dependencies and constraints that are IM/IT solution neutral and will be considered for the remainder of the business case. It includes dependencies that resolving the business problem has on other approved or pending investments, or vice versa. It will also discuss constraints, for example, perhaps there is a limited window of time within which the maximum benefits of resolving this problem can be realized. High Level RisksThis risk discussion provides an overview of risks that are inherent to the investment overall and are independent of the particular IM/IT solution approach selected. A full risk discussion, including mitigation, will be presented further on in the business case. Investment DependenciesThe dependencies indicated here are independent of the solution option. They may be used to set boundaries for the long list of solution options.Investment ConstraintsThe constraints indicated here are independent of the solution option. As they are indicative of the limitations faced, they will be used to set boundaries for the long list of solution options. Main Benefits CriteriaThe following benefits criteria table from the U.K. Green Book will help the reviewer understand how benefits are ranked, their beneficiaries and type. The program benefits are listed here, weighted and given a relative timescale. This chart will also assist the business case team in preparing the detailed analytical model that will be used to compare IM/IT solution options. Program BenefitsRelative ValueRelative TimescaleBeneficiaryBenefits Criteria(Indicate the Criteria that Applies with X)Government of B.C.(Direct)Citizens of B.C.(Indirect)IntangibleTangible(Measurable)Cost Avoidance/Cost SavingsCash Releasing(Revenue)<Program Benefit><H/M/L><Long/ Medium/ Short>Y/NY/N<Program Benefit><H/M/L><Long/ Medium/ Short>Y/NY/N<Program Benefit><H/M/L><Long/ Medium/ Short>Y/NY/N<Program Benefit><H/M/L><Long/ Medium/ Short>Y/NY/N<Program Benefit><H/M/L><Long/ Medium/ Short>Y/NY/N<Program Benefit><H/M/L><Long/ Medium/ Short>Y/NY/N<Program Benefit><H/M/L><Long/ Medium/ Short>Y/NY/N<Program Benefit><H/M/L><Long/ Medium/ Short>Y/NY/N<Program Benefit><H/M/L><Long/ Medium/ Short>Y/NY/NPart One: Detailed Analysis & Program DefinitionAnalysis of Alternatives to IM/IT Investment This section will provide a discussion on non-IM/IT options that the business case has considered as a resolution to the stated problem. The Strategic Partnerships Office (SPO) must be consulted on the content of this section, as well as throughout the business case development process overall, in order to provide guidance on the feasibility of certain alternatives (e.g. Outsourcing). The following table will state the non-IM/IT alternatives that were explored during the analysis. These alternatives would have been highlighted within the concept case as well. Non-IM/IT Investment Alternatives IdentificationAlternativeDescription<Non-IM/IT Alternative #1><Please describe the alternative in 2-3 sentences><Non-IM/IT Alternative #2><Please describe the alternative in 2-3 sentences><Non-IM/IT Alternative #...><Please describe the alternative in 2-3 sentences>IM/IT Alternatives ComparisonThe following matrix will be used to compare capital investment size, risk level and anticipated benefits of the various options against each other and to an IM/IT investment. The anticipated size of the investment capital cost is indicated by the relative size of the marker. Risk profile and benefits (including strategic alignment) are indicated by movement along the ‘x’ and ‘y’ axis respectively. Please note that this analysis will not require a detailed financial analysis to accompany it; however, a justification for each placement will be required within the sub-section below the matrix. 6705607620Benefits & AlignmentRiskHighLowHighLow00Benefits & AlignmentRiskHighLowHighLowIM/IT Investment Alternatives Comparison Matrix732790161290Alt. #...00Alt. #...402590761365IM/IT00IM/IT658495164465Alt. #200Alt. #2219287747607Alt. #100Alt. #1IM/IT Alternatives Analysis SummaryWithin this sub-section, an explanation of the marker position for each alternative will be provided. This will be followed by a brief discussion that justifies the need for IM/IT investment. IM/IT Solution Options Analysis & SelectionThe following guidance should be considered when completing this section:Confidence in the financial estimates provided within the analysis must be at least +/- 30%. Solution options should take into account the internal, external and cross-jurisdictional analysis completed. Where possible, cost and benefit assumptions should be based on actuals from similar programs or projects, industry benchmarks, pilot studies conducted, etc.The information provided here is meant to be high level and is not intended to be an exhaustive analysis of each option. In most instances, it is expected that at least three solution options (not including the status quo) will be considered:IM/IT Solution OptionsAlternativeDescription<Status Quo><Describe the status quo in 2-3 sentences><IM/IT Alternative #1><Please describe the alternative in 2-3 sentences><IM/IT Alternative #2><Please describe the alternative in 2-3 sentences><IM/IT Alternative #3><Please describe the alternative in 2-3 sentences>Option #1: Status Quo Status Quo OverviewA statement that describes what continuing to pursue the status quo would involve will be provided here. Current Outputs & Alignment to Investment ObjectivesA summary table of the expected outputs from the status quo and how they relate to the attainment of the investment objectives will be inserted here. This includes any ‘naturally occurring’ outputs that may align to the investment objectives. If outputs are not expected, or if outputs that would be in alignment with the investment objectives are not expected, this should be clearly stated here (as opposed to simply leaving the table without content).Status Quo Output TableCurrent OutputsContribution to Investment Objectives<What are the current outputs of the status quo?><How does this output support the proposed program’s investment objectives?>Solution EvaluationStrategic Alignment, Benefit to Citizens of B.C. & Other Non-Financial Benefits Strategic alignment and non-financial benefits will also be accounted for in the status quo analysis. If the status quo is not strategically aligned to Government’s current priorities and clear benefits do not exist, then this should be clearly stated here (as opposed to simply leaving the chart below blank).Strategic Alignment & Benefits TableStrategic AlignmentBenefit to Citizens of B.C.B.C. Government <><><><><><>Ministry/Sector <><><>IM/IT<><><>Other Non-Financial Benefits<><><>Please Note: the risks of not pursuing the status quo have already been discussed in the previous section of the business case and for this reason will not be discussed here as well. Financial AnalysisAs described above, the financial costs and benefits expected from pursuing the status quo will be presented here in the same format that any other option would be. Financial Analysis SummaryOption #2: <Option Name Here>Solution OverviewA description of the specific option will be provided here. The description should indicate:What the solution is and how it will work. The impact of the proposed IM/IT solution option on the application portfolio (i.e. Does the proposed solution introduce net new technology? Expand on existing functionality? Or consolidate existing functionality?).The intended build approach - if relevant to the proposed solution option (e.g. Custom development, commercial off-the-shelf, SaaS / Cloud).The approach to sourcing (e.g. Outsourcing, alternative service delivery (ASD), public-private partnership (PPP)). Please consult with SPO on their deal/service inventory and highlight if there are any government sourcing or licensing agreements already in place that this option could potentially use. The potential for technology re-use by other Ministries/ Sectors. Expected Outputs & Alignment to Investment ObjectivesThe expected outputs from this specific solution option and how they relate to the attainment of the investment objectives will be inserted here. Solution Output TableSolution OutputsContribution to Investment Objectives<What outputs or deliverables are expected from this solution option?><How does the output support the proposed program’s investment objectives?>Solution EvaluationStrategic Alignment, Benefit to Citizens of B.C. & Other Non-Financial Benefits Within the investment context section of the business case, the non-solution specific benefits of the investment were discussed. The following section will outline how this solution option, specifically, is in alignment to current priorities, the non- financial benefits that it will bring to the Citizens of B.C. and any other non-financial benefits that are expected. It is not necessary to capture KPIs for benefits identified within this section of the business case as this will be thoroughly addressed in subsequent sections.Please Note: unless sufficient government or external research has been established for the status quo, benefits that are not inherently financial in nature and are not cash releasing (revenue generating) should be listed as non-financial benefits. An attempt should not be made to financially quantify these types of benefits in the cost-benefit-analysis. For example, the financial benefit of a reduction in stress related employee resignations due to decreased workload cannot be included as a financial benefit unless a recent study and supporting financial model related to employee resignations has been completed.Strategic Alignment & Benefits TableStrategic AlignmentBenefit to Citizens of B.C.B.C. Government <><><><><><>Ministry/Sector <><><>IM/IT<><><>Other Non-Financial Benefits<><><>Financial AnalysisUsing the ‘CBA Summary’ tab of the business case workbook, a cost benefit analysis summary in the format below will be provided. The detailed cost and benefit breakdown for the proposed solution will be provided within the Program Value Contribution and Change Implications section of the business case. It should also be noted that while the business case will only discuss the detailed financial model of the recommended option, the assumptions used to assess the alternatives are documented within the business case workbook for possible review by third parties.Financial Analysis SummaryCost Benefit Analysis Template Notes:The costs and benefits reflected in the financial analysis include the costs and benefits throughout the build, implementation, operation and retirement of the selected IM/IT solution option. Due to the increasingly short lifespan of technology, the standard analysis will assume a 10 year timeline. Any change to the 10 year timeline must have assumptions that adequately support this change.If it is a known fact that the costs and benefits of the solution will terminate by a particular year (e.g. this is intended to be a temporary solution that will be removed completely by a certain year) then the lifespan can be adjusted accordingly. If it is more likely that the incremental costs and benefits of the solution will occur over a timeline in excess of 10 years but the exact date is unknown, a terminal value should be included in the NPV calculation (a template is provided to assist with this).382524022161500The discount rate used is calculated by adding a risk premium to the risk free rate. The value of the risk premium is pre-defined based on the risk score calculated during the concept case self-assessment. The suggested risk free rate and risk premiums are already included within the business case workbook assumptions. When filling out the CBA spreadsheet, the risk classification is selected from a drop-down list and the discount rate is automatically calculated. Risk SummaryWithin the table below, delivery and benefits realization risks specific to this IM/IT solution option will be discussed. A selection of delivery and benefits risks from Val IT has been provided below as examples for consideration when completing the table. Please be advised that SPO can be consulted on historic vendor performance.Summary: Benefit & Delivery RisksRisksDelivery RisksBenefit RisksPotential delivery risks include:Unproven technologyCompliance with technology architecture and standardsProject durationLevel of interface required to existing systems and processesKey staff & skills availability Experience/quality of project teamsReliance on vendors / historic vendor performanceDependency on factors outside control of project teamsAbility to provide ongoing operational supportPotential benefits realization risks include:Non-alignment with commercial policies or strategyNon-alignment with technical standards, architecture, pliance with security guidelines/policySensitivity of outcomes to timing or external dependencies,including changes in the economy, market conditions or aspecific industry sectorExtent of organizational change required (depth and breadth)Preparedness and capability of business to handle the changeQuality and availability of business sponsorshipOption #3: <Option Name Here>Please note, all sections are the same as described in Option #1 Solution OverviewExpected Outputs & Alignment to Investment ObjectivesSolution EvaluationStrategic Alignment, Benefit to Citizens of B.C. & Other Non-Financial Benefits Financial AnalysisRisk SummaryOption #4: <Option Name Here>Please note, all sections are the same as described in Option #1 Solution OverviewExpected Outputs & Alignment to Investment ObjectivesEvaluationFinancial AnalysisStrategic Alignment, Benefit to Citizens of B.C. & Other Non-Financial Benefits Risk SummaryComparative Analysis & SelectionA summary of how each solution option ranks within each category, as well as an overall ranking, will be provided in a table first (see below). The table will be followed by a discussion of each option’s ranking within each category. The detailed analytical model used to derive the ranking will be found in the Appendix. A template to create this model is found in the business case parative Analysis TableRanking per CategoryCategoryStatus QuoOption #1Option #2Option #3Strategic AlignmentEconomic BenefitFinancial PrudenceEase of ManagementFeasibilityOverall RankingStrategic: Alignment to Government of B.C. Strategic PrioritiesWhich solution is most aligned? Discuss the ranking provided for each option in the context of strategic alignment.Economic: Benefits to the Citizens of B.C.Which solution most effectively addresses the benefits? Discuss the ranking provided for each option in the context of economic benefit to the citizens of B.C. Financial: Financial PrudenceWhich solution is the most financially prudent? (E.g. Can the program be built to ‘fail fast’ by executing in manageable chunks, which program has the higher NPV?). Discuss the scores provided for each option in the context of financial prudence. Management: Sound & Practical ManagementWhich solution is least complex to manage? Discuss the ranking provided for each option in the context of sound and practical management. Feasibility: Technical Complexity and ViabilityWhich solution is the most technically feasible? Discuss the ranking provided for each option in the context of technical complexity and viability. Selected Program Solution OptionThe selected approach will be indicated here. Justification for this option based on the comparative analysis will also be provided. Value Contributions & Change Implications of the Selected OptionThis section takes a deeper look at the proposed program. Information regarding strategic alignment at both an overall investment and proposed solution level has already been provided in the earlier sections of the business case template. For this reason, it will not be discussed here as well. Financial Costs Financial Costs OverviewThe purpose of this section is to identify the total funding requested now, the total capital funding commitment estimated and an indication of the solution’s TCO.Summary of Funding RequirementsType of FundingEstimates ($)Funding Requested at this Stage Gate<$$$$>Estimated Total Capital Funding Commitment<$$$$>Estimated Total Cost of Ownership<$$$$> Initial Capital Outlay & Schedule of ExpendituresWithin this section, the detailed schedule of expected capital expenditures from the business case workbook is provided. Detailed Operating, Maintenance & Retirement CostsOperating Cost ScheduleUsing the worksheet from the business case workbook, a schedule of anticipated incremental operating costs associated to operating this solution over its useful life (e.g. additional resources) will be provided. This section of the business case will also explain how these incremental costs will be addressed within the current and projected operating budget allocation and if an increase to the operating budget will be necessary post-implementation. If additional budget is required, approval of this increase must be identified as a risk within the business case.Disruption Cost ScheduleThe schedule of disruption costs attributed to lost revenue, productivity, etc. will be provided anizational Change Management (OCM) Cost ScheduleThe schedule of costs attributed to OCM activities such as training, communications and workshops will be provided here.Capital Maintenance Cost ScheduleThe schedule of capital maintenance costs that are expected over the lifetime of the solution will be provided here.Retirement Cost ScheduleThe estimated retirement costs and their timing will be provided here. For example, if this solution is cloud based, this detailed breakdown will include the costs attributed to data repatriation when the solution is decommissioned. Financial Cost Sensitivity Analysis & Assumptions 316230093408500-1524093916500This section will take a more detailed look at the assumptions and sensitivity regarding the costs of the option selected. The two graphs shown below are provided within the business case workbook for use within this section and require minimal effort to create. These graphs summarize the ‘Worst Case’, ‘Most Likely Case’ and ‘Best Case’ cost scenarios to help the reviewer understand the cost sensitivity. To supplement the sensitivity graphs, the table below will capture the main business case assumptions related to each cost type and a sensitivity range for each (‘Worst Case – ‘Best Case’).Financial Cost Assumptions & Sensitivity Details TableCost TypeBusiness Case Main AssumptionsMost Likely CaseSensitivity RangeIncremental Operating Costs<List the main assumptions used to develop your ‘Most Likely Case’ scenario for the business case and also what assumptions lead to the Worst and Best Case scenarios.><’Most-Likely Case’>$$ - $$<‘Worst Case’ - ‘Best Case’>Disruption CostsInitial Capital Outlay: Technology ExpendituresInitial Capital Outlay: Organization Change ExpendituresCapital Maintenance Exit/Retirement CostsFinancial BenefitsDetailed Financial Benefits & Realization ScheduleA line item worksheet of all expected benefits and the timing of their realization will be included here. Below is an example of what this may look like – this template is provided within the business case workbook. Financial Benefit Sensitivity & AssumptionsWhile the financial benefits have been quantified to provide the NPV for each option, this section will take a more detailed look at the assumptions and sensitivity regarding the expected benefits of the option selected. A template to complete the sensitivity is provided within the business case workbook. 0-127000Using the business case workbook, the ‘Worst Case’, ‘Most Likely Case’ and ‘Best Case’ for the selected solution option can be reflected within a bar graph with minimal effort. This graph, shown to the left, will help the reviewer understand the benefits sensitivity at a high level.To supplement the sensitivity graph, the table on the following page will capture a description for each financial benefit, the main business case assumptions made and a sensitivity range (‘Worst Case – ‘Best Case’).Financial Benefits Assumptions & Sensitivity TableBenefit ID#Description of Financial BenefitBusiness Case Main AssumptionsMost Likely CaseSensitivity RangeFB<#><Describe what the benefit is, i.e. revenue, cost savings or cost avoidance. Indicate the source of the benefit.><List the main assumptions used to develop your ‘Most Likely Case’ scenario for the business case and also what assumptions lead to the Worst and Best Case scenarios.><’Most Likely Case’ Total Financial Benefits>$$ - $$< ‘Worst Case’ - ‘Best Case’>Overall Financial SensitivityThe final sensitivity graph that is provided within the business case is an overall sensitivity analysis. This graph reflects the NPV of the ‘Worst Case’, ‘Most Likely Case’ and ‘Best Case’ scenarios. Non-Financial BenefitsDescription & QuantificationIt is highly recommended that the business case team consults the Auditor General’s guide: ‘Developing Relevant KPIs’ when determining which benefits are tangible, and quantifying them. Key performance indicator descriptions for tangible (financial and non-financial) benefits will be required later on in the ‘Benefits Realization Approach’ of the business case. As a result, reasonable KPIs should be kept in mind when developing the quantification of these benefits within the business case. A link to the guide is provided below: BenefitsFor those benefits considered to be tangible (e.g. decrease in average duration of the permit approval process, percent increase in number of online sign-ups for a target government program, percent decrease in wait list scheduling errors, etc.) the following table will be used to capture the assumptions and non-financial sensitivity range. Non-Financial Tangible Benefits: Quantification, Assumptions & SensitivityBenefit ID #Non-Financial Benefit DescriptionMain Business Case AssumptionsSensitivity RangeNFB<#><What is the benefit? How is this benefit generated?><What assumptions have been used to develop the ‘Worst Case’, Most Likely Case’ and ‘Best Case’ scenarios?><What are the lower and upper ranges of the non-financial benefit delivered?>Intangible BenefitsA discussion regarding the intangible benefits of the solution will be documented here. Examples of intangible benefits include: improved governance and control, increase in employee morale, better decision making capabilities, etc. Organizational Change ImpactStakeholder Impact AnalysisThis stakeholder analysis will be used to understand the impact of the proposed initiative on both internal and external stakeholders. It should be noted that in some instances, the endorsement of all identified stakeholder groups is not necessarily required. Some guidance on how to use the stakeholder impact analysis table is provided on the following page. In addition, an example has been included within the table to help provide context.Stakeholder Impact Analysis TableStakeholder GroupInternal/ ExternalImpact to Stakeholder GroupAnticipated Reaction(Place an ‘X’ in the column that applies)How do we need them to feel?Active ResistancePassive ResistancePassive EndorsementActive Endorsement<Nurses that record patients on surgery wait-lists><External><The way that this stakeholder group currently manages surgery wait-lists will change significantly with the proposed solution. While they will receive some benefits, they are not the direct benefactor of the solution. It may be difficult for some members of the stakeholder group to appreciate how this new solution is more effective than the status quo.> x<Active endorsement of this change will be important in making sure that the solution meets the needs of this stakeholder group and that it is optimized for their work environment. Active endorsement will also improve adoption, which is important for realizing the maximum benefits of the solution.>Guidance: Stakeholder Group ‘Anticipated Reaction’The anticipated reaction of a stakeholder group refers to how that group will likely perceive the program’s impact on them. Although the change impact may benefit a stakeholder group, it is important to not assume that this will be recognized by them. For example, a system that digitizes a previously manual process to increase efficiency and reduce workload is a benefit to end users. That being said, the end-users will need to learn a new process and system. They may not view the effort required to do this as equal to the benefits they are anticipated to receive. Four types of ‘Anticipated Reaction’ from stakeholder groups are highlighted within the table: active resistance, passive resistance, passive endorsement and active endorsement. A stakeholder group that is anticipated to react with active resistance will view the program’s impact on them as unfavorable. They are highly engaged with the program and will be vocal regarding their concerns. Stakeholders who are anticipated to display passive resistance are sometimes difficult to identify. These stakeholders also view the program’s impact on them unfavorably; however, are dis-engaged from the program and will attempt to ignore it. If the program requires their participation or support, the in-action of stakeholder groups that passively resist the change can cause road-blocks. A reaction of passive endorsement refers to stakeholder groups that do not necessarily view the program’s impact to be unfavorable; however, they have a low-level of interest or engagement in the program overall. Although solution adoption may be impacted, this stakeholder group’s lack of engagement is unlikely to cause road-blocks. Stakeholder groups who actively endorse the program’s impact are highly engaged in the program’s progress and will be vocal about their support for the change. Change Management ObjectivesBased on the impact assessment performed above, a list of objectives should be generated within this section. These objectives should address content from the ‘How do we need them to feel?’ column of the Stakeholder Impact Analysis.Change Management Considerations within the Business CaseConsiderations that have been included in the business case to address change management within the solution approach, schedule and development of cost estimates will be discussed here. Specific activities and plans around change management will be discussed within Part Two of the business case. Organizational Capabilities & ReadinessThe chart below will be used to understand the existing capabilities and overall readiness to take on the proposed program. This assessment mirrors content within the self-assessment. When completing the chart, the business case team should consider their capabilities in the context of successfully delivering and operating the new solution. For example, if the lead Ministry or Sector’s overall vendor management capabilities are not robust, but the proposed program does not require a significant use of vendors, then capabilities could be considered sufficient. For each area, the capability rating should be justified and the impact on readiness should be discussed. For example, if resource capacity is a ‘Work in Progress’ then the impact that increasing capacity has on the Ministry or Sector’s readiness should be stated. The business case team may find referencing the ’Resource Planning Checklist’ and ‘Resource Plan’ template to better understand resource considerations that should be included within the chart below. Capabilities & Readiness TableCapability AreaCapability Rating (Place an ‘x’ in the column that applies) Justification & Impact on ReadinessRobustSufficientWork In ProgressPeopleResource Capacityx<A dedicated network resource is required for the entire implementation length. A survey of our preferred vendors indicates that the type of resource required is highly available. It is not anticipated that this will impact program readiness.>Resource Skills & ExperienceProcessProject Management Vendor ManagementIT Operations MaturityTechnologyApplication EnvironmentInfrastructure EnvironmentCloud Solution ExpertiseProgram DefinitionProgram Milestones & GatingThis section will illustrate the proposed milestone schedule and gating for the program – including anticipated funding requests at each gate. <The project planning template built by Deloitte will be utilized here to provide a high level milestone schedule. A visual representation of what this section may look like is presented below as a placeholder until the project planning template is finalized.>1524062230Gate 0: <>Funding Required: <$$>FGate 1: <>Funding Required: <$$>FGate 2: <>Funding Required: <$$>FGate 3: <>Funding Required: <$$>FGate 5: <>Funding Required: <$$>FGate 4: <>Funding Required: <$$>F0Gate 0: <>Funding Required: <$$>FGate 1: <>Funding Required: <$$>FGate 2: <>Funding Required: <$$>FGate 3: <>Funding Required: <$$>FGate 5: <>Funding Required: <$$>FGate 4: <>Funding Required: <$$>F4419600201930Program DependenciesThis section will provide an overview of program dependencies on in-flight or planned government-wide projects or programs, and other projects or programs that are in-flight, planned or pending approval. While dependencies have been discussed earlier on in the business case, this section deals with dependencies related to the specific solution approach selected for the proposed program.Quick tip: simple, high level diagrams that illustrate the content for this section are encouraged and may require less effort than paragraph format.Critical Success FactorsProgram critical success factors will be documented here.Enterprise Architecture ComplianceThis section will provide an overview of this proposed IM/IT solution’s compliance to government-wide enterprise architecture standards. This section must indicate if a discussion with Architecture Standards has taken place, the details of the discussion and any action items. If the solution in part or whole does not align to current enterprise architecture standards, this section must also indicate approval from Architecture Standards to proceed (often referred to as an architectural dispensation). Security Policy ComplianceThis section will discuss the possible security or privacy implications of the proposed solution. If the solution is not compliant with the security policy, this section should discuss why this is necessary. This section must also indicate if a discussion with security and privacy policy makers has taken place, the details of the discussion and any action items.Key Risks & Proposed ResponseWhile overall investment risks and option specific risks have been discussed earlier, this risk section will deal with all delivery and benefits risks known at this time and will state a proposed response for them. These risks are not limited to the IM/IT solution alone, but should pull in the over-arching investment risks outlined in the Business Context section of this report. Description of Risk & Impact if RealizedImpactProbabilityProposed Risk Response<Provide a description of what the risk is and what the impact would be if it was realized.><H/M/L><H/M/L><Indicate the type of response (e.g. risk acceptance, risk avoidance, risk mitigation, risk transfer, etc.) and the details of the proposed response here.>-Part One Complete-Next Steps:Complete the Self-Assessment for Part One.Submit the Following Materials to the OCIO:Business Case Business Case WorkbookCompleted Self-AssessmentPart Two: Proposed Implementation ApproachProgram Execution PlanDescription of ProjectsThis section will identify the projects planned within the proposed program. Although a milestone schedule was provided earlier on in the business case, the descriptions of each project were not included at that time. Project NameDescription<Name><Provide a description of what the project is, what it will achieve, etc.><Name><Provide a description of what the project is, what it will achieve, etc.><Name><Provide a description of what the project is, what it will achieve, etc.><Name><Provide a description of what the project is, what it will achieve, etc.>Program Schedule A Gantt chart illustrating the expected start and finish dates of each project within this program will be inserted here. This chart will also indicate key dependencies on other in-flight projects within the program itself. The schedule provided here contains more detailed information with regards to the proposed program schedule; furthermore, some milestones may have changed as a result of more accurate or new information gathered through the planning process. <The summary Gantt for the Program from Deloitte’s project templates will be used here. This will reduce re-work as information provided in the business case is directly applicable to post-approval activities.>Planning AssumptionsIn the table below, each planning assumption will be listed with a description and an explanation of the impact on the program if the assumption is found to be incorrect. AssumptionDescriptionImpact if Assumption is Incorrect<Provide a concise title for the assumption.><Describe what the assumption is in more detail.><Discuss what the impact on the program plan might be if this assumption was found to be incorrect.>Technology ImpactTechnology IntegrationsA list of all anticipated technology integrations will be provided here. Quick tip: simple, high level diagrams that illustrate the content for this section are encouraged and may require less effort.Technology ConstraintsAny hardware or software constraints, data residency considerations, versioning constraints, etc. should be highlighted here. Staffing & OrganizationThis section will describe how the proposed program will be staffed and will identify proposed members for the management team. StaffingThe key program roles and skills required will be listed in the chart below with an indication of how the resource need will be filled. RoleRequired SkillInternal/ External / BothNumber of Resources DurationEstimated Utilization(%)<Program Role><What skill set does this resource need to have?><Will this role be filled by a government resource? A contractor? Or both?<How many resources are required to fulfill this need?><For what time period is the resource needed?><For what % of the duration indicated will this resource be utilized?> <E.g. Database Administrator><E.g. 5+ years Oracle experience><E.g. Both><E.g. 2><E.g. May 2015 – February 2016><100%>Proposed Management & Governance TeamEach program management team role and the proposed resource will be provided below. A discussion about their relevant experience will also be required. A resource should never be proposed without their knowledge and agreement to play the role indicated. Program Management RoleProposed ResourceRelevant Experience<Program Management Role E.g. Program Management Office Lead><Name of Proposed Resource><Discuss the experience that this resource has that makes them an excellent fit to play the indicated program management team role for the proposed program.>Procurement ApproachWithin this section procurement options will be identified and analyzed resulting in a recommended procurement approach. SPO and their deal/service inventory should be should be consulted when developing and performing analysis on these options to ensure each option is viable and that key risks and benefits are considered in the analysis.Procurement Options IdentificationIt is recommended that SPO be consulted when developing procurement options. In the event that the options presented within SPO’s service/deals inventory do not meet the needs of the proposed program, IT Procurement must be consulted.Procurement Option DescriptionsProcurement OptionDescription<Procurement Option #1><Please describe this option within 2-3 sentences><Procurement Option #2><Please describe this option within 2-3 sentences><Procurement Option #3><Please describe this option within 2-3 sentences>Procurement Selection CriteriaThe criteria that each option will be considered against should also be stated within this section to provide the reviewer with an understanding of how each option will be assessed. The criteria used will be dependent on the proposed program. For example, if time is a constraint on the project, impact to timeline could be one criterion.Procurement Option Criteria & WeightingCriteriaDescriptionWeight<Criteria #1><Provide a brief description of the criterion and how it will be used to rank each option.><Assign a weight to the criterion if some are more important than others.>Procurement Analysis & Recommended ApproachThe following table will be filled out to carry out the analysis of each option. Based on the results of this analysis, a recommended procurement approach will be identified.Procurement Option Comparative AnalysisCriteriaWeightScoringAssign a score to each option that indicates its ability to meet the criteria. 1 = Lowest & 3 = HighestOption #1Option #2Option #3<Criteria #1><Copy and paste weight from the procurement selection criteria.><Option #1 score for Criteria #1><Option #2 score for Criteria #1><Option #3 score for Criteria #1>Total Weighted Score for OptionRecommended Procurement ApproachState the recommended procurement option. Justify why this option was chosen (3-5 sentences maximum).Vendor Management ApproachDepending on the procurement option selected and the suggested staffing discussed above, the vendor management approach will vary. The specific details of the vendor management approach will be added as an appendix to this business case once formal arrangements have been made. As a rule of thumb, the following can be used to determine the high level vendor management approach:Strategic Partnerships Office (SPO)Vendor Management Office (VMO)Vendor LiaisonIf a vendor from SPOs deal/service inventory is being utilized, SPO will act as the escalation point. SPO will complete evaluations of the vendor’s performance based on feedback from the proposed program. An individual from the program should be assigned to act as liaison between the program and SPO on matters related to vendor management. If more than three vendors that are not listed in SPO’s deal/service inventory are engaged for the length of the program then a VMO is required to manage vendor escalations and performance. If the Ministry/Sector leading the program does not have a VMO, one must be created. If two or less vendors that are not listed in SPO’s deal/service inventory are engaged for the length of the program and the Ministry/Sector does not have a VMO, the program can assign a resource to act as the Vendor Liaison.The Vendor Liaison will be responsible for handling escalations and vendor performance management.Risk Management ApproachThe OCIO should be consulted at this time to determine if the risk classification of the proposed program has increased or decreased based on the additional information gathering and planning activities completed for Part Two of this document. The OCIO will recommend the appropriate risk management approach to be used. Organizational Change Management (OCM) ApproachA change impact assessment was completed in Part One of the business case. Within this section of the business case, the results of the change impact assessment will be used as inputs to form a high-level OCM approach. The approach will articulate how the Change Management objectives identified can be addressed by activities such as awareness communications. OCM FrameworkThe ‘Organizational Change Management Plan Checklist’ located <Location TBD – checklist currently under development> should be consulted to better understand the OCM framework that will be expected from the proposed program. Communication ApproachA high-level communication approach should be indicated here. Within this overview, the intended approach for announcing the project should be provided. Please note that detailed stakeholder analysis and the development of a robust communication plan will be completed as part of the proposed program’s change management planning activities.Some recommended communication activities that could be discussed here include:Program announcement,Program awareness, Program status updates, andProgram ernance Structure (Controls)<There is potential to leverage the templates created by Deloitte here in order to reduce re-work for business case writers. Will wait to determine if guidance on the governance structure required within this section is included in the Deloitte work or not. >Key Delivery RisksDelivery risks have been discussed thoroughly, including a discussion of the proposed risk response, in Part One of the business case. The table below will provide the business case team with the opportunity to highlight any changes to delivery risks that were identified in Part One. The severity, probability and proposed risk response may all change based on new information and more detailed planning. Please note that a detailed risk management plan will be included within the appendix post-approval.Updated Delivery Risk & Proposed ResponseDescription of Risk & Impact if RealizedImpactProbabilityProposed Risk ResponseUpdates to Original Risk Attributes or Proposed Response<Copy and paste the relevant program delivery risk description from Part One here.><H/M/L><H/M/L><Indicate the type of response (e.g. risk acceptance, risk avoidance, risk mitigation, risk transfer, etc.) and the details of the proposed response here.><Indicate the changes made to the original risk’s severity, probability or proposed risk response.>Benefits Realization ApproachDescription of BenefitsIn Part one of the business case, all expected program benefits were described and analyzed in detail. Within this section, the business case will discuss how the attainment of these benefits will be measured through key performance indicators (KPIs). An owner for the benefit will also be assigned. Ownership of a benefit indicates accountability for the full realization of that benefit, as measured by the KPI(s) stated within this table. For this reason, the benefit owner must also sign-off on the benefit and KPI(s) described here. Some benefits may not be expected until after the program has completed. For this reason it is advisable to consider assigning measurement responsibility to an individual outside of the program. When developing benefits KPIs, it is highly recommended that the business case team consults the Auditor General’s guide: ‘Developing Relevant KPIs’. A link to the guide is provided below: Descriptions, KPIs & Owner Sign-OffBenefit ID #Description of BenefitKey Performance IndicatorBenefit OwnerBenefit Owner’s SignatureDate Signed<Use the ID number assigned to benefits in previous tables.><The description of the benefit can be copy and pasted from the previous section, unless the description has changed.The description should include:What it isWhat the target isTimeframeOne-time or recurring><Examples will be provided in the business case playbook.><The following information should be captured here:What is the KPI?What data sources will be utilized to measure it?Who is responsible for measuring it?What is the frequency of measurement?>Quick Tip:Using benchmark sources for KPIs is highly recommended.<First Name, Last Name><Signature of Benefit Owner><MM/DD/YYYY>Key Benefits Realization RisksBenefits realization risks have been discussed thoroughly, including a discussion of the proposed risk response, in part one of the business case. The table below will provide the business case team with the opportunity to highlight any changes to benefit realization risks that were identified in Part One. The severity, probability and proposed risk response may all change based on new information and more detailed planning. Updated Benefits Realization Risks & Proposed ResponseDescription of RiskImpactProbabilityProposed Risk ResponseUpdates to Original Risk Attributes or Proposed Risk Response<Copy and paste the relevant benefits realization risk description from Part One here.><H/M/L><H/M/L><Indicate the type of response (e.g. risk acceptance, risk avoidance, risk mitigation, risk transfer, etc.) and the details of the proposed response here.><Indicate the changes made to the original risk’s severity, probability or proposed risk response.>-Part Two Complete-Next Steps:Review Part One to identify possible adjustments based on further scoping and planning carried out for Part Two. Document adjustments in the Baseline Changes appendix.Update the Executive Summary with details discussed in Part Two. Complete the Self-Assessment for Part Two.Submit the Following Materials to the OCIO:Business Case Business Case WorkbookCompleted Self-AssessmentAppendicesApproved Concept CaseThe approved concept case will be included here for reference.Consultations CompletedThe following is a list of mandatory consultations that will be completed during the course of business case creation. Group ConsultedMatters Relating To:Date of Consultation(s)Action Items IdentifiedIndividual(s) ConsultedInitialsOffice of the Comptroller GeneralFinance and Accounting<DD/MM/YYYY><Action Item><Action Item><First Name, Last Name><Initials of Individual Consulted>Identity Information Management (IDIM)Identity and Information Management<DD/MM/YYYY><Action Item><Action Item><First Name, Last Name><Initials of Individual Consulted>PayBCPayment<DD/MM/YYYY><Action Item><Action Item><First Name, Last Name><Initials of Individual Consulted>Public Service Agency (PSA)Human Resources, Staffing and Payroll<DD/MM/YYYY><Action Item><Action Item><First Name, Last Name><Initials of Individual Consulted>Information SecuritySecurity and Privacy<DD/MM/YYYY><Action Item><Action Item><First Name, Last Name><Initials of Individual Consulted>Architecture, Standards & PlanningEnterprise Architecture and Standards<DD/MM/YYYY><Action Item><Action Item><First Name, Last Name><Initials of Individual Consulted>Strategic Partnerships Office (SPO)Outsourcing Opportunities and Service/Deals Inventory<DD/MM/YYYY><Action Item><Action Item><First Name, Last Name><Initials of Individual Consulted>IT ProcurementIT Procurement<DD/MM/YYYY><Action Item><Action Item><First Name, Last Name><Initials of Individual Consulted><TBD>Data<DD/MM/YYYY><Action Item><Action Item><First Name, Last Name><Initials of Individual Consulted><TBD>Geospatial<DD/MM/YYYY><Action Item><Action Item><First Name, Last Name><Initials of Individual Consulted>Service Delivery BoardService Delivery<DD/MM/YYYY><Action Item><Action Item><First Name, Last Name><Initials of Individual Consulted>Red Tape Reduction Team<To Be Specified><DD/MM/YYYY><Action Item><Action Item><First Name, Last Name><Initials of Individual Consulted> Detailed Analytical Model A link to the Analysis workbook will be included here. For illustrative purposes, an example model is provided below: 3649345135699500350329523876000Detailed Project PlanThe detailed project plan will be added as a supplement to the business case once the baseline plan is developed.Detailed Vendor Management PlanThe detailed vendor management plan will be added to the business case here once the details have been formalized.Detailed Risk Management Plan To be completed post-approval.Detailed Benefits Realization PlanTo be completed post-approval.Full Benefits RegisterTo be completed post-approval.Quality Management PlanTo be completed post-approval.IM/IT Operations Readiness Plan To be completed post-approval.Baseline ChangesAny changes to the business case will be captured here in separate appendices. This will keep the baseline intact while also recognizing changes to components of the program. ................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download