BUSINESS CASE Checklist - British Columbia



|BUSINESS CASE CHECKLIST |

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|1. |Strategic |

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| | |Identifies the core business function that the potential project contributes to. |

| | |Ensures the potential project is consistent with current and future government policies, directions and / or strategic objectives. |

| | |Takes into consideration the community and economic impact(s). |

| | |Identifies the pros and cons of progressing to purchase and implementation. |

| | |Identifies all of the alternatives, their individual assessments, conclusions and recommendations. |

| | |Anticipates the eventual cost of the preferred or recommended option and the possible source of the funds. |

| | |Anticipates the long-term benefits of the procurement / project. |

| | |Illustrates the anticipated benefits or the proposed project to justify the overall costs. |

| | |Reorganization or restructuring may need to be considered even if these potential changes do not confirm to current policies. These policies |

| | |may also need to be changed or amended if increased benefits are perceived. |

|2. |Operational |

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| | |Identifies the possible or expected scope requirements including outcomes or objectives, anticipated or known deliverables, critical success |

| | |factors (based on Scope, Quality, Time and Cost), performance measurement success indicators, standards and / or benchmarks. |

| | |Provides a detailed risk assessment and risk management plan including: identification of risk exposures; potential, possible and probable |

| | |impacts, and suggested response planning considerations. |

| | |Change management considerations – the impact of changing something significant (part of risk). |

| | |Identifies market sources, availability and capability. |

|3. |Market Research |

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| |Market research can confirm the requirement for a new type of, or improved service and can provide an insight into the most effective, efficient and |

| |economical process or method of commercially delivering this requirement. The types of information that can be gained from in-depth analysis of the |

| |market are as follows: |

| | |Current or future demand for the proposed service or product. |

| | |The expected or anticipated public response to the potential new service or product (if deemed appropriate). |

| | |The desire of the client(s) to change the current conditions or the situation, and the impact in doing so (and how this change and impact would |

| | |affect both the client and customer). |

| | |The impact on economic growth by providing this service or product. |

| | |The various and / possible commercial options or alternatives. |

|4. |Strategic Risk Assessment |

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| |All business case analyses must address and analyze the potential (maybe), possible (somewhat likely) and probable (most likely) risks associated with |

| |the project as a whole, and the viable options that may provide the solutions. It is essential to analyze these high-level risks prior to completing a|

| |detailed risk assessment associated with project or procurement planning. Factors to consider are geographical, social, political and economic |

| |including industry availability and market conditions. You also need to consider opportunities verses risks. For example, does the opportunity that |

| |presents itself outweigh the potential risks associated with it or vice-versa? Consider the following: |

| | |Identifies the key Critical Success Factors, any constraints and limitations. |

| | |Identifies the major risk exposures. |

| | |Identifies the probability of the exposed or identified risk occurring (Low, Moderate, High). |

| | |Identifies the impact and / or consequence if the identified risk occurs (Low, Moderate, High). |

| | |Identifies the strategies and responses to eliminating or mitigating the risk. |

| | |From the above information, establishes the Strategic Risk Profile (Detailed Risk Assessment will occur once the recommended option is realized. |

|5. |Reporting |

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| |The business case analysis report should consist of the process in terms of how it was conducted, the information gathered, including the findings |

| |derived from that information, and the conclusions and recommendations. Issues addressed could include: |

| | |The core functions of the potential project. |

| | |All of the alternatives or options that have been considered and the advantages and disadvantages of each potential alternative. |

| | |The recommended option or alternative and the reasons why (the rationale for its implementation). |

| | |Cost / benefit analysis to compare current and improved processes, structures, services or products. |

| | |A synopsis of the various types of risks that could be associated with the project and an overview risk management plan. |

| | |The recommended project management process and suggested outline implementation strategy or plan. |

| | |Identifying and managing the critical success factors and how these will be monitored (element of project risk management and monitoring |

| | |strategies). |

| | |The consequences of not proceeding at all, and remaining with the current system / process. |

| |From this business case analysis, the procurement and / or project manager will have a synopsis of the various options, their pros and cons and the |

| |rationale of the recommended option in order to proceed with the planning and solicitation phase of the procurement. |

October 15, 2007

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