Business Case Course

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This business case course will provide you with a framework to develop a business case to fulfil any purpose and outcome. It will work through the essential components of a business case and assist you develop skills to boost the prospects of an effective outcome. This business case course will empower you with the tools required to scope, design and write up your business case to pitch to a Board, an executive committee, individual funders or philanthropists. Endorsement by the funding authority requires business cases to provide robust supportive evidence. A business case must align to the strategic priorities of the organisation, ensure the right people and resources are engaged to deliver the project and identify key decision points for reporting on milestones, risks and their mitigation.

Learning Outcomes

At the completion of this business case course you will learn:

1. What is the purpose of a Business Case.
2. What comprises an effective Business Case.
3. How to formulate the ideas at the core of the Business Case.
4. How to identify the key requirements.
5. How to plan and design a Business Case and its' major components (time, cost, benefits, risks etc).
6. How to identify business risks and formulate risk management strategies.
7. How to maintain the integrity of the Business Case (keep it real).
8. How to identify and prioritise alternative solution options to align with the business criteria backed by sound evidence.
9. How to make a compelling case.
10. How to obtain Business Case support and approval.

Course Content

This business case course will cover the following content:

Introduction and Expectations

Overview

• Defining what is a Business Case?
• Determining the information available and its' current level of accuracy.
• Developing a plan for business case preparation.
• Determining the drivers for the Business Case.
• Identifying the supporters and opponents.

Business Case Components

• Establishing and understanding the scope and requirements.
• Determining the various options considered and establishing:
  • Realistic timeframes.
  • Realistic cost estimates.
• Determining the benefits of the various options.
• Identifying the Business Case risks.
• Identifying the delivery approaches – internal and external, resources, phasing.
• Recommending the option – including the do nothing option.

Presenting and Selling the Business Case

• Planning presentation of the Business Case.
  • Understanding the audience.
  • Use of a standard Business Case template.
  • Use of Tables, Diagrams for emphasis or summary.
  • Presentation tips – slides and other presentation material.
• Canvassing support from key stakeholders, governance groups etc.

Intended Audience

This business case course is suitable for anyone who contribute to or are responsible for the successful development of sound business case proposals. This business case course has been designed for business analysts, project managers and consultants from diverse sectors, including public and private enterprise.

Delivery Style

This business case course will be delivered as an interactive workshop consisting of an instructor-led lecture, group and individual activities. This training approach allows participants to work through concepts introduced by the instructor in an application-focused teaching environment. Participants will challenge their understanding of the concepts and consider their application once back in their individual workplace.

Course Prerequisites

This business case course has no prerequisites and is open to all members of the public.

About Terry Quanborough

Terry Quanborough has worked in the Information Technology industry for over 30 years, initially based in England, then New Zealand and Australia.

He has held Senior Executive positions in global Professional and Consulting Services organisations, with primary focus on Systems Integration and Program / Project Management including project governance. His career has included 25 years with major multinational IT corporations such as Digital Equipment Corporation and Compaq Computer Corporation, where he held several senior positions within the Asia Pacific Executive Team.

Terry has undertaken business assignments in most countries within Asia plus Mauritius, Australia, New Zealand, USA, Canada and UK.

He was Asia Pacific Director, Program Management Office for a multi-national organisation with specific responsibility for the strategy and health of the project portfolio across the region, plus project management competency and the project methods, processes, standards and tools. He was also the custodian/co-developer of the methodology and the project management training and development program. In addition, he drove the PMI® certification program for program and project managers and introduced the concept, then managed and delivered Project Management Universities across Asia Pacific. This model was subsequently rolled out on a worldwide basis.

Prior to that role, Terry was Manager, Australia Professional Services, a Project and Consulting Practice with a large base of client-facing project managers and consultants deployed throughout Australia. He was responsible for revenue, margin and client satisfaction.

Terry is a speaker at international project management conferences and seminars, and has written several Project Management related papers. He is a founder member of the Project Management Institute (PMI®) Sydney Chapter and served as a Board Director for 5 years and is a recipient of the PMI® Australia Chapters' “Distinguished Contribution Award”.

On a voluntary basis, Terry participates as leader or on-site visit team member for the PMI® Global Accreditation Centre for Project Management (GAC). The GAC supports the accreditation of University project management programs on a world-wide basis.

Terry specialises in Project Management and Consulting Services that include Project Reviews & Governance and also Program / Project Offices set-up and/or review with associated processes, methods and governance structures, sometimes using a build-operate-transfer model. He also conducts both public and in-house project management training programs.

Education and Professional Affiliations

• Fellow of the Chartered Management Institute (FCMI) - United Kingdom
• Graduate of the Melbourne Business School Executive Program, University of Melbourne, Australia
• Graduate Diploma in Management Studies (DMS), Nottingham Trent University, England
• Member of the Project Management Institute (PMI®)
• Certified Project Management Professional (PMP®)
• Diploma in Project Management (BSB51407)
• Chartered Member of the British Computer Society – The Chartered Institute for IT (MBCS)
• Chartered IT Professional (CITP)
• IT Professionals New Zealand (MITP)

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