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THE ONGOING DILEMMA – how do we ensure
there is value in our IT-enabling portfolio?
Heather van Wyk
IS Portfolio Business Analyst
Engen Petroleum Ltd
COMPARISON – how we started off and where we
want to be
Problem
Projects which required IT-enabling rarely had a good
Business Case
Business Cases submitted for approval were couched
in IT language not business language
“I don’t know what your problem is but here is a
solution” – IT is too solution-focused.
Because of the IT focus, the business did not always
own the solution and embed it into their working
processes, claiming it was foisted on them by IT
Objective
Partnership between the business and IT
counterparts to produce a good Business Case
The motivation for the change can be facilitated by IT
but MUST be written by the business
Identify several solutions, not necessarily IT-focused
and eliminate those not meeting business
requirements.
Ownership of the Business Case by the business will
ensure acceptance of its proposed solution
PUT ANOTHER WAY – The ‘Challenge’ is to get VALUE
Problem
There is no means for identifying
Value and defining how it can be
managed and tracked.
Objective
Ensure exploitation of Value by
identifying it in a Business Case and
subsequently defining how it will be
managed and tracked.
Key Governance Information to start the process
How does this align with Corporate Strategy?
What type of investment is it
(Mandatory, Business Improvement, Stay in
Business, Growth)?
Who is the person who is ACCOUNTABLE for
the success of the project?
Who are the person(s) RESPONSIBLE for
embedding the changes in the business?
Who is the person in IT who is ACCOUNTABLE
for the solution?
Who will do or facilitate the business
analysis?
WHO should support the Business Case?
By means of questionnaires, the Sponsor assesses:
• the strategic value
• project size
• complexity
• change management impact.
From the outcome, the following are derived:
• levels of governance
• levels of experience required from a Project Manager
• levels of experience required from a Change Manager
So, in summary, what is the BUSINESS CASE?
The Business Case is an AGGREGATION of specific information
about the project
The Business Case effectively describes
what the VALUE is to the sponsoring
organization.
Managing the Business Case is
about making sure that there is a BALANCE of
benefits, costs, timescales and risks
And that these are OPTIMISED
throughout the life-cycle of the project
Find tools that CONNECT with the business
Start Small with a Project-on-a-Page concept then ‘grow’ it into a full Business Case.
Choose a tool which will assist you to facilitate a result with the business. To develop the Business
Case, I usually use the Hourglass Model from PiCubed.
Ensure that the business does not find the IT-facilitated workshops threatening and that they
participate enthusiastically.
The Business Case HOLDS the Project Together
The components of the Business Case are therefore built up by means of a process of Progressive Elaboration.
As one of the line managers in the organisation succinctly put it – the components are ‘boiled down’ until they are
concise and unambiguous.
Because the Business Case is a living document, the progressive elaboration continues throughout the life-cycle
of the project.
Continuous Justification occurs when the Business Case is reviewed throughout the life-cycle.
SCOPE of the project
� What must be delivered to
achieve the objective?
� What must be delivered to
realise the impacts and
benefits?
Benefits
Problem /
opportunity
Objective
Impacts
Products
Find Change Management Tools which CONNECT with
the Business
The BIP MAP (Benefits-Impacts-Products Map) is a modeling technique for mapping
benefits to products (deliverables)
Introducing the ROLE of Change Management
Change Management begins DURING the compilation of the
Business Case
It CONTINUES through the Planning stage and beyond the Closeout
stage
It enables the Change Champion(s) in the
business to TRANSITION and EMBED the changes in order to achieve and
track the benefits.
Change Managers and Benefits Realisation
It is vital that the Change Manager embraces the facilitation role he/she
will play in helping the Business Change Champion(s) to transition to
the operational environment.
A Change Manager is not someone who makes everything ‘pink and
fluffy’ but one who focuses on the real aspect of embedding the
changes.
The ROLE of the Project Manager
Must be aware of the VALUE of the project
Structures the project to
deliver the VALUE of the
Business Case.
Enables the Change Agents to embed the VALUE in the
Business