1. Indicative Business Case
Better Business Cases “Investing for change”
Indicative Business Case
Programme Strategic Assessment
Programme Business Case
Project Strategic Assessment
Indicative Business Case
Detailed Business Case
Implementation Business Case
Project Strategic Assessment
Single Stage Business Case

2. Indicative Business Case
Purpose
Confirm the strategic context
Confirm the case for change
Recommend an indicative way
forward with a limited number of short-listed
options for further detailed analysis

3. Indicative Business Case
Strategic
Strategic Case-Making the Case for Change
Revisit strategic context and confirm case for change
Investment objectives, existing arrangements and business needs
Potential business scope and key service requirements
Benefits, risks, constraints and dependencies
Stakeholders do the strategic case thinking together
in one or more two hour workshops led by a facilitator

4. Indicative Business Case
Economic Case-Exploring the Preferred Way Forward
Critical success factors
Long-list options and initial options assessment by dimension:
Scale, scope and location (what)
Service solution (how)
Service delivery (who - including non-traditional procurement options)
Timing and staging (when)
Funding (how much)
Economic
Stakeholders do the economic case thinking together in two or more two-hour workshops led by a facilitator, and a procurement specialist:
Prepare long list (consider inclusion of industry), then
Assess long list to short list

5. Non-traditional procurement relationship spectrum
Distant?
Close?
Adversarial
Arm’s length
Transactional
Tactical
Single sourced
Outsourced
Co-dependent
Partnership
Alliance
Information exchange
Trust
Openness
Commitment
Duration
Establishment
Risk assessment
Risk management
Approach
Immediate
Planned
Short
Deal focus
Poor
Reactive
Low
Rarely done
Separate
Long
Strategic
Mutual value
Good
Forward thinking
High
Joint
Shared
Engagement
Last Minute
Early
There is no “silver bullet” in procurement and project management; the type of relationship you need, want and actually end up with has many dimensions… and one real dependency – THE PEOPLE.
In the absence of a good collaborative environment it is [almost] impossible to deliver any programme/project successfully
Creating an environment for closer working relationships is vital, particularly given the challenge you all face.
Factors that affect the relationship include:
How clearly can the outcome be defined?
How clearly is the scope defined?
How well understood are the service requirements?
What level of involvement is needed as a client, as a supplier?
What level of cost control / certainty can be tolerated
How quickly does this need to happen?
Is the a one-off or recurrent?
How easy would it be to break into stages?
How does it fit together with other programmes/projects?
What are the dependencies?
What level of risk are you willing to tolerate?
Who has the best experience in this space?
What lessons can you learn from history?
What went well?
What could have gone better?

6. The long list to short list of options (example)

7. Indicative Business Case
Commercial, Financial and Management Cases (Outline)
Recommended preferred way forward, if conventional procurement
At least three short-listed options, including a base case option
Provide range of indicative cost estimates for
each short-listed option and funding sources
Outline the commercial case
Outline the management case
Commercial
Financial
Management

8. Indicative Business Case
In summary
Indicative Business Case
Confirm the strategic context & the case for change
Recommend an indicative way forward with a limited number of short-listed options for further detailed analysis