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Business Case: Level I

<Insert Title of Business Case>

1 Business Case: Level I

<Insert Title of Business Case> 5/7/2023

DRAFT OUTLINE

Contents1 Cover Sheet.................................................................................................42 Executive Summary......................................................................................53 Investment/Business Case Context...............................................................6

3.1.1 Need for the Investment........................................................................................63.1.2 Problem to Be Addressed.......................................................................................63.1.3 Desired Future State & Change Drivers.................................................................6

3.2 Current Strategic Priorities........................................................................................73.2.1 B.C. Government Strategic Priorities......................................................................73.2.2 Ministry and/or Sector Strategic Priorities..............................................................73.2.3 Information Management (IM) / Information Technology (IT) Strategic Priorities. . .7

3.3 Risk of Not Pursuing the Investment..........................................................................74 Proposed Program.......................................................................................8

4.1 Overview...................................................................................................................84.2 Proposed Program Scope & Deliverables...................................................................84.3 Strategic Alignment, Benefit to Citizens of B.C. & Other Non-Financial Benefits........84.4 Financial Analysis Summary......................................................................................94.5 Risk Summary.........................................................................................................10

5 Alternatives Analysis..................................................................................115.1 Analysis of Alternatives to IM/IT Investment............................................................11

5.1.1 Non-IM/IT Alternatives Identification....................................................................115.1.2 Non-IM/IT Alternatives Comparison & Analysis.....................................................115.1.3 Non-IM/IT Alternatives Analysis Summary............................................................11

5.2 Analysis of Alternatives to the Proposed IM/IT Solution...........................................125.2.1 Alternative IM/IT Solutions...................................................................................125.2.2 IM/IT Alternatives Comparison & Analysis............................................................125.2.3 IM/IT Alternatives Analysis Summary...................................................................12

5.3 Contributions & Change Implications of the Recommended Option........................125.3.1 Detailed Financial Costs Overview.......................................................................125.3.2 Detailed Financial Benefits Overview...................................................................135.3.3 Non-Financial Tangible Benefits...........................................................................145.3.4 Key Business Case Assumptions..........................................................................145.3.5 Organizational Change Impact.............................................................................15

6 Program Implementation Approach.............................................................18



6.1.1 Program Milestones & Gating Summary...............................................................186.1.2 High Level Delivery Approach..............................................................................186.1.3 Program Dependencies........................................................................................186.1.4 Critical Success Factors.......................................................................................18

6.2 Proposed Management Team & Program Governance Structure.............................196.2.1 Proposed Management & Governance Team.......................................................196.2.2 Governance Structure (Controls)..........................................................................19

6.3 Key Risks & Proposed Response..............................................................................197 Appendix A: Supporting Documentation (Required).....................................20

7.1 Approved Concept Case..........................................................................................207.2 Consultations Completed.........................................................................................21

8 Appendix C: Post-Approval Supporting Documentation................................228.1 Detailed Project Plan...............................................................................................228.2 Detailed Vendor Management Plan.........................................................................228.3 Detailed Risk Management Plan..............................................................................228.4 Detailed Benefits Realization Plan...........................................................................228.5 Full Benefits Register...............................................................................................228.6 Quality Management Plan.......................................................................................228.7 IM/IT Operations Readiness Plan..............................................................................22

9 Appendix B: Additional Content Requirements.............................................239.1 Cross-Government, Cross-Jurisdictional & External Analysis....................................239.2 Detailed Analytical Model........................................................................................239.3 Financial Sensitivity Analysis...................................................................................239.4 Intangible Benefits Description................................................................................239.5 Change Management Objectives.............................................................................239.6 Project Identification & Description.........................................................................239.7 Staffing Approach....................................................................................................239.8 Procurement Approach............................................................................................239.9 Vendor Management Approach...............................................................................239.10 Risk Management Approach....................................................................................239.11 Benefits Realization Approach.................................................................................23

10 Appendix D: Baseline Changes....................................................................24



1 Cover Sheet

Business 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 Team Name Contact 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>

Approvals Signature Date

Executive SponsorName<Name>Division/Branch or Agency<Division/Branch or Agency>Ministry/Sector<Ministry>Deputy MinisterName<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>



2 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 & Proposed 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.

A reasonable length for this section would be approximately 1 ½ - 2 pages.

Proposed Program IntroductionThis 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;• Description of what the program is and its proposed scope.

A reasonable length for this section would be approximately 1 - 1 ½ pages.

Business Case OverviewDetailed Analysis & Value Contribution of the Proposed ProgramThis 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.

Proposed Implementation ApproachThis sub-section of the executive summary will cover the following details in brief:

• 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);

• Statement of program phases;• Name and relevant experience of the management team;• Description of the high-level governance structure;• Overview of the key risks and the proposed responses.



A reasonable length for this section would be approximately 2 – 2 ½ pages.

3 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.

3.1.1 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.

3.1.2 Problem to Be AddressedUnless additional information can be provided, this section can re-use the section of the same name from the concept case.

3.1.3 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.

3.1.3.1 Desired Future StateUnless additional information can be provided, this section can re-use the section of the same name from the concept case.

3.1.3.2 Change DriversUnless additional information can be provided, this section can re-use the section of the same name from the concept case.

3.1.3.3 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 considered1:

• 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.

1 https://www.gov.uk/government/publications/the-green-book-appraisal-and-evaluation-in-central-governent6 Business Case:

Level I<Insert Title of Business Case> 5/7/202

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https://www.gov.uk/government/publications/the-green-book-appraisal-and-evaluation-in-central-governent

3.2 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.

3.2.1 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.

3.2.2 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.

3.2.3 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.

3.3 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.



4 Proposed ProgramThe following section will provide an overview of the program that is being proposed in response to the business problem outlined in the context section above.

4.1 OverviewA description of the proposed program will be provided here. The description should indicate:

What the solution is and how it will work. The impact of the proposed program on the application portfolio (i.e. Does the

proposed program introduce net new technology? Expand on existing functionality? Or consolidate existing functionality?).

The intended build approach – if relevant (e.g. Custom development, commercial off-the-shelf, SaaS / Cloud).

The approach to sourcing (e.g. Outsourcing, alternative service delivery (ASD)2, public-private partnership (PPP)3). 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.

4.2 Proposed Program Scope & DeliverablesThis section must answer must answer the following questions about the proposed program:

What is the scope of this program? What outputs will be delivered?

4.3 Strategic 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 the proposed program, 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 during post-approval planning.

Strategic Alignment & Benefits TableStrategic Alignment Benefit to Citizens of B.C.

B.C. Government• <>• <>• <>

• <>• <>• <>

Ministry/Sector• <>• <>• <>

2 ASD is a means of continuing to provide some services or products, which have been provided traditionally by the public service, through (or in partnership with) organizations outside the public service.3 PPP, also referred to as P3, is a government service or private business venture which is funded and operated through a partnership of government and one or more private sector companies.



IM/IT• <>• <>• <>

Other Non-Financial Benefits• <>• <>• <>

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.

4.4 Financial Analysis SummaryUsing 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 outlined in later sections of the business case.

Financial Analysis SummaryDiscount Rate: 22.25%

All amounts in real Canadian $ millions unless otherwise stated

Year 0 1 2 3 4 5 6 7 8 1031-Dec-15 31-Dec-16 31-Dec-17 31-Dec-18 31-Dec-19 31-Dec-20 31-Dec-21 31-Dec-22 31-Dec-23 31-Dec-25

Financial BenefitsIncremental Revenue $0.0 $0.0 $0.5 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0Cost Savings/Cost Avoidance $0.0 $0.0 $0.2 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0

Total Financial Benefits $0.0 $0.0 $0.7 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0

Financial CostsIncremental Operating Costs $0.3 $0.3 $0.3 $0.3 $0.3 $0.3 $0.3 $0.3 $0.3 $0.3Disruption Costs $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0Organizational Change Management (OCM) Costs $0.0 $0.0 $0.1 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0Initial Capital Outlay $1.0 $1.0 $1.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0Capital Maintenance $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0Exit/Retirement Costs $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0

Total Financial Costs $1.3 $1.3 $1.4 $0.3 $0.3 $0.3 $0.3 $0.3 $0.3 $0.3

Net Financial Benefits (Costs) -$1.3 -$1.3 -$0.7 -$0.3 -$0.3 -$0.3 -$0.3 -$0.3 -$0.3 -$0.3

Net Present Value (NPV) ($3.55)

Cost Benefit Analysis Template Notes: Confidence in the financial estimates provided here must be at least +/- 35%. The costs and benefits reflected in the financial analysis include the costs and

benefits throughout the build, implementation, operation and retirement of the proposed program.

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.



Example: Calculating the Discount Rate

Discount Rate 22.25%Current Risk Free Rate 2.25%Investment Risk Classification High RiskRisk Premium 20

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).

The 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.

4.5 Risk SummaryWithin the table below, program delivery and benefits realization risks will be stated. A selection of delivery and benefits risks from Val IT 4 has been provided below as examples for consideration when completing the table. Please be advised that SPO can be consulted on historic vendor performance. The proposed response to these risks will be discussed further on in the business case.

Summary: Benefit & Delivery RisksRisks

Delivery Risks Benefit RisksPotential delivery risks include:• Unproven technology• Compliance with technology

architecture and standards• Project duration• Level of interface required to existing

systems and processes• Key staff & skills availability• Experience/quality of project teams• Reliance on vendors / historic vendor

performance• Dependency on factors outside control

of project teams• Ability to provide ongoing operational

support

Potential benefits realization risks include:• Non-alignment with commercial policies

or strategy• Non-alignment with technical standards,

architecture, etc.• Compliance with security

guidelines/policy• Sensitivity of outcomes to timing or

external dependencies,including changes in the economy, market conditions or aspecific industry sector

• Extent of organizational change required (depth and breadth)

• Preparedness and capability of business to handle the change

• Quality and availability of business sponsorship

4 http://www.isaca.org/Knowledge-Center/Research/ResearchDeliverables/Pages/Val-IT-Framework-2.0.aspx10 Business Case:

Level I<Insert Title of Business Case> 5/7/202

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http://www.isaca.org/Knowledge-Center/Research/ResearchDeliverables/Pages/Val-IT-Framework-2.0.aspx

5 Alternatives Analysis5.1 Analysis of Alternatives to IM/IT InvestmentThis section will provide a discussion on the non-IM/IT options that the business case has considered as a resolution to the stated problem and will provide justification for pursuing a technology enabled solution. In order to provide guidance on the feasibility of certain alternatives (e.g. Outsourcing) the Strategic Partnerships Office (SPO) must be consulted on the content of this section, as well as throughout the business case development process overall.

5.1.1 Non-IM/IT Alternatives IdentificationThe 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.

Alternative Description<Non-IM/IT Alternative #1>

<Please describe the alternative in 2-3 sentences>

<Non-IM/IT Alternative #2>


<Non-IM/IT Alternative #...>


5.1.2 Non-IM/IT Alternatives Comparison & AnalysisThe following matrix will be used to compare capital investment size, risk level and anticipated benefits of the various alternatives against each other and the proposed program. 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

Non-IM/IT Investment Alternatives Comparison Matrix



Alt. #1

Alt. #...

Low

High

Low

High

Risk

Benefits & Alignment

Alt. #2

Proposed

Program

5.1.3 Non-IM/IT Alternatives Analysis SummaryA brief summary of the results of this analysis can be provided here. This section should not exceed more than two paragraphs.

5.2 Analysis of Alternatives to the Proposed IM/IT Solution5.2.1 Alternative IM/IT SolutionsThe following table will state the IM/IT alternatives that were explored during the analysis. Typically 2-3 options not including the Status Quo will be explored.

Alternative Description<IM/IT Alternative #1> <Please describe the alternative in 2-3 sentences><IM/IT Alternative #2> <Please describe the alternative in 2-3 sentences>

5.2.2 IM/IT Alternatives Comparison & Analysis In the table below, the alternative IM/IT solution options that were analyzed and the status quo will be ranked based on their relative ability to meet the requirements of each category. An overall ranking that considers how the solution options ranked in each category will also be highlighted within this same table.

Comparative Analysis TableRanking per Category

Category Status Quo Option #1 Option #2 Proposed IM/IT Solution

Strategic AlignmentEconomic Benefit

Financial PrudenceEase of ManagementFeasibility

Overall Ranking

5.2.3 IM/IT Alternatives Analysis SummaryFor each individual category, please discuss the relative rankings assigned to the status quo, alternative IM/IT solution options and the proposed IM/IT solution. The discussion for each category should be no more than one paragraph in length.

5.3 Contributions & Change Implications of the Recommended Option

This section takes a deeper look at the value contribution of the proposed program as well as its impact on stakeholders and technology.

Type of Funding Estimates ($)Funding Requested at this Stage Gate

<$$$$>

Estimated Total Capital Funding

<$$$$>



Summary of Funding Requirements

CommitmentEstimated Total Cost ofOwnership5

<$$$$>

5.3.1 Detailed 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. The detailed schedule of expected capital expenditures from the business case workbook is also provided.

5 Total cost of ownership is calculated by summing total yearly financial costs for the length of the program.



5.3.1.1.1 Initial Capital Outlay & Schedule of ExpendituresYear 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

Initial Capital Outlay $1.0 $1.0 $1.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0Technology Expenditures $1.0 $1.0 $1.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0

Hardware $0.5 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0Software $0.5 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0Installation & Configuration Costs $0.0 $0.5 $0.5 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0Back-fill for Operations $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0Professional Services Costs $0.0 $0.5 $0.5 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0Interface Development Costs $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0Data Migration Costs $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0Decommissioning of Legacy Systems* $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0Procurement Costs (E.g. Contract Negotiations) $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0

Business Process Re-Design Expenditures $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0Back-fill for Operations $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0Professional Services Costs $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0

5.3.2 Detailed Financial Benefits OverviewA 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.

5.3.2.1.1 Financial Benefits Realization Schedule

Financial Benefits Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10Incremental Revenue $0.0 $0.0 $0.5 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0

<Revenue Source> $0.0 $0.0 $0.5 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0<Revenue Source> $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0

Cost Savings/Cost Avoidance $0.0 $0.0 $0.2 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0<Cost Savings or Avoidance Source> $0.0 $0.0 $0.2 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0<Cost Savings or Avoidance Source> $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0<Cost Savings or Avoidance Source> $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0

14 Business Case: Level I <Insert Title of Business Case> 5/7/2023

5.3.3 Non-Financial Tangible 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 target values.

Non-Financial Tangible Benefits: Expected Realization Targets

Non-Financial Benefit Description Realization Target(Benefit Quantification)

<What is the benefit? How is this benefit generated?>

<Reflect the expected benefit as a quantifiable target e.g. 3 day decrease in the average duration of the permit approval process.>

Key performance indicator descriptions for tangible (financial and non-financial) benefits will be required post-approval when documenting the Benefits Realization Approach for the program. It 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. A link to the guide is provided below:

http://www.bcauditor.com/pubs/2010/report10/guide-developing-relevant-key-performance-indicators-kpi

5.3.4 Key Business Case AssumptionsThis section will outline the key business case assumptions that were made to estimate the costs, financial benefits and tangible non-financial benefits of the proposed program. Where possible, cost and benefit assumptions should be based on actuals from similar programs or projects, industry benchmarks, pilot studies conducted, etc.



5.3.5 Organizational Change Impact5.3.5.1 Stakeholder 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 below to help provide context.

Stakeholder Impact Analysis Table

Stakeholder Group

Internal/ External

Impact to Stakeholder Group

Anticipated Reaction(Place an ‘X’ in the column that applies) How do we need them to

feel?Active Resistanc

e

Passive Resistanc

e

Passive Endorseme

nt

Active Endorseme

nt<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.

5.3.5.2 Communication ApproachA high-level communication approach should be indicated here. Within this overview, the intended approach for announcing the program should be provided. Please note that detailed stakeholder analysis and the development of a communication plan will be completed as part of the proposed program’s change management planning activities that take place post-approval.

Some communication activities that could be discussed here include: Program announcement, Program awareness, Program status updates, and Program workshops.

5.3.5.3 Technology Impact5.3.5.3.1 IntegrationsA list of all anticipated technology integrations will be provided here. For clarity and efficiency purposes, the information in this section may also be conveyed within a high level diagram.

5.3.5.3.2 Technology ConstraintsAny hardware or software constraints, data residency considerations, versioning constraints, etc. should be highlighted here. Please be brief.



5.3.5.4 Organizational Capabilities & ReadinessThe chart below will be used to understand the existing capabilities and overall readiness to take on the proposed program. For each area, the capability rating should be briefly justified and the impact on readiness should be stated. 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.

Capabilities and Readiness Table

Capability Area

Capability Rating(Place an ‘x’ in the column that

applies)Justification & Impact on Readiness

Robust Sufficient Work In

ProgressPeople

Resource Capacity <x>

<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 Management

IT Operations MaturityTechnologyApplication EnvironmentInfrastructure EnvironmentCloud Solution Expertise



6 Program Implementation Approach6.1.1 Program Milestones & Gating SummaryThis section will illustrate the proposed milestone schedule and gating for the program – including anticipated funding requests at each gate.

<A visual representation of what this section may look like is presented below as a placeholder until the project planning template is finalized.>

6.1.2 High Level Delivery ApproachBriefly describe what will be delivered at each milestone indicated above. If a phased approach will be used to deliver the proposed program, state the number of phases and provide a brief (3-5 sentences maximum) overview of the intended scope of each phase.

6.1.3 Program 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.

Quick Tip: if it makes sense to do so, try to convey these dependencies using simple diagrams as opposed to describing each in paragraph format.

6.1.4 Critical Success FactorsProgram critical success factors will be documented here.



Gate 4: <>Funding Required: <$$>






6.2 Proposed Management Team & Program Governance StructureThis section will identify the proposed management team, governance team, and overall governance structure of the program.

6.2.1 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 Role

Proposed Resource

Relevant 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.>

6.2.2 Governance 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. >

6.3 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.

Description of Risk & Impact if Realized

Impact

Probability

Proposed 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.>





7 Appendix A: Supporting Documentation (Required)7.1 Approved Concept CaseThe approved concept case will be included here for reference.



7.2 Consultations CompletedThe following is a list of mandatory consultations that will be completed during the course of business case creation.

Group Consulted Matters Relating To: Date of Consultation(s) Action Items Identified

Individual(s)

ConsultedInitials

Office of the Comptroller General Finance 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>


PayBC Payment <DD/MM/YYYY> <Action Item> <Action Item>

<First Name, Last

Name>


Public Service Agency (PSA)

Human Resources, Staffing and Payroll <DD/MM/YYYY> <Action Item>

<Action Item><First

Name, Last Name>


Information Security Security and Privacy <DD/MM/YYYY> <Action Item> <Action Item>

<First Name, Last

Name>


Architecture, Standards & Planning

Enterprise Architecture and Standards <DD/MM/YYYY> <Action Item>

<Action Item><First

Name, Last Name>


Strategic Partnerships Office (SPO)

Outsourcing Opportunities and Service/Deals

Inventory<DD/MM/YYYY> <Action Item>

<Action Item><First

Name, Last Name>


IT Procurement IT Procurement <DD/MM/YYYY> <Action Item> <Action Item>

<First Name, Last

Name>


<TBD> Data <DD/MM/YYYY> <Action Item> <Action Item>

<First Name, Last

Name>


<TBD> Geospatial <DD/MM/YYYY> <Action Item> <Action Item>

<First Name, Last

Name>


Service Delivery Board Service Delivery <DD/MM/YYYY> <Action Item>

<Action Item><First

Name, Last Name>


Red Tape Reduction Team <To Be Specified> <DD/MM/YYYY> <Action Item>

<Action Item><First

Name, Last Name>




8 Appendix C: Post-Approval Supporting DocumentationThe documentation referenced here will be completed as part of planning activities post-approval. Please note that the required planning documentation will very from program-to-program.

8.1 Detailed Project Plan

8.2 Detailed Vendor Management Plan

8.3 Detailed Risk Management Plan

8.4 Detailed Benefits Realization Plan

8.5 Full Benefits Register

8.6 Quality Management Plan

8.7 IM/IT Operations Readiness Plan



9 Appendix B: Additional Content RequirementsThe Level I business case supports the addition of specific content to provide reviewers with a higher level of comfort regarding certain areas of program risk. Content outlined in the primary of section of the business case reflects the minimum level of information required. Based on the discretion of the OCIO or DMCTT, Business case writers may be required to supplement the content of their business case with one or more of the sections listed below. For guidance on completing these additional sections, please see the Level II business case template.

9.1 Cross-Government, Cross-Jurisdictional & External Analysis

9.2 Detailed Analytical Model

9.3 Financial Sensitivity Analysis

9.4 Intangible Benefits Description

9.5 Change Management Objectives

9.6 Project Identification & Description

9.7 Staffing Approach

9.8 Procurement Approach

9.9 Vendor Management Approach

9.10 Risk Management Approach

9.11 Benefits Realization Approach

.



10Appendix D: Baseline ChangesAny changes to the approved business case will be captured here in separate appendices. This will keep the baseline intact while also recognizing changes to components of the program.



Documents

- B.C. Homepage - … · Web viewPlease Note: unless sufficient government or external research has been established for the status quo, benefits