BA03 – Writing Effective Business Cases

Skip to Schedule / Outline
2 days - $1,195

Students learn the steps to effective business case development and support your strategic business recommendations with sound budgeting and financial back-up. The one course you need to make high-impact recommendations and receive full management support for your ideas.

This Course is for…

This course is intended for intermediate business and requirements analysts who are looking to improve their business case development and presentation skills. This course is also a great fit for project managers and product owners who work closely with business analysts or who perform some form of business case work themselves.

Schedule / Enroll

08/01/20249:00 AM - 5:00 PM ET$1,195.00
10/21/20249:00 AM - 5:00 PM ET$1,195.00
12/12/20249:00 AM - 5:00 PM ET$1,195.00
  • Course Outline
  • Objectives
  • 1 – Introduction

    • Module Learning Objectives
    • What is Business Analysis
    • Polling Question
    • International Institute of Business Analysis
    • BABOK® Guide Components
    • Project Management Institute
    • Business Analysis for Practitioners: A Practice Guide
    • BABOK® Guide Knowledge Areas
    • Benefits of Business Analysis
    • Polling Question
    • A Business Analyst can Influence Project Success Factors
    • Challenges of Business Analysis
    • Polling Question
    • Purpose of a Business Case
    • Exercise 1a: What Should a Business Case Include
    • Define the Business Case Elements
    • What to Look Out For
    • Who is Involved
    • Exercise 1b: Review Business Case Outline
    • Module Learning Objectives

    2 – Pre-Project Activities & the Business Analyst

    • Module Learning Objectives
    • The Definition of a Business Analyst
    • The Role of a Business Analyst
    • Responsibilities of a BA
    • BA Role vs. PM Role
    • Business Analysis vs. Systems Analysis
    • Business Analysis Competencies
    • Polling Question
    • Business Analyst Role and Stakeholders
    • Exercise 2a: Review the Case Study
    • What is a Stakeholder?
    • The Importance of Stakeholders
    • Stakeholder Identification
    • Tips for Identifying Stakeholders
    • Other Stakeholder Tips
    • Stakeholder Identification/Analysis
    • Exercise 2b: Identify Roles and Responsibilities
    • Stakeholder Map
    • Stakeholder Matrix & Onion Diagrams
    • A Stakeholder Map
    • Onion Diagram
    • Exercise 2c: Why do we Need to Understand the Enterprise?
    • Why Study the Enterprise?
    • What is Enterprise Architecture?
    • What is Strategy Analysis?
    • About Strategy Analysis
    • Purpose of Strategy Analysis
    • When to Perform Strategy Analysis
    • Strategic Planning
    • Module Summary

    3 – The Needs Assessment Process

    • Module Learning Objectives
    • Business Need Defined
    • Define Business Need
    • The Needs Assessment Process
    • Problem or Opportunity
    • Exercise 3a: Problem/Opportunity Identification
    • Understanding Why
    • Situation Statements
    • Business Need and Current State
    • Determine the Stakeholders
    • Polling Question
    • Goals and Objectives
    • Polling Question
    • Exercise 3b: Give 3 Examples of Business Goals
    • Define Business Need Techniques
    • Exercise 3c: Identify the Business Need
    • Definition of Strategy Analysis
    • When Business Strategy is not Driving Project Definition
    • Typical Project Profile
    • The Executive Paradox
    • Solution to the Paradox
    • Exercise 3d: Describe 3 Outcomes You Would Expect from the Case Study
    • The Four “Ares”
    • Understand How to Create a Business Model
    • Business Model Example
    • Exercise 3e: Create a Business Model
    • The Business Case Approach
    • Financial and Strategic Measurement Tools
    • Module Summary

    4 – Determining the Required Capabilities & Defining Solution Scope

    • Module Learning Objectives
    • Business Need and Current State
    • Purpose of Analyzing the Current State
    • Analyzing Current Capabilities and Process
    • Capabilities Defined
    • Techniques for Analyzing the Current State
    • Define the Future State
    • Techniques for Defining the Future State
    • Assess Capability Gaps
    • Stakeholders Involved when Reviewing Capability Gaps
    • Discussion: Assessing New Capabilities
    • Defining Solution Scope
    • Determining Scope Boundary
    • How to Define Solution Scope
    • Defining Solution Scope
    • Project Scope and Product Scope
    • Scope Modeling
    • Techniques Used to Define Scope
    • Define Scope Boundaries
    • Modeling Scope: Context Diagram
    • Exercise 4a: Create a Context Diagram from the Case Study
    • Communicating Solution Scope to Stakeholders
    • Stakeholders Participating in Scope Activities
    • Exercise 4b: Discuss Managing Expectations
    • Module Summary

    5 – Assessing Feasibility & Proposing Solution Options

    • Module Learning Objectives
    • Financial Analysis
    • Purpose of Financial Analysis
    • Costs versus Benefits
    • Financial Models
    • Timing for Assessing Financial Benefits
    • Risk
    • Assessing Risks
    • Risk Process
    • Exercise 5a: Identifying Risks
    • Risk Analysis
    • Capturing and Categorizing Risks
    • Risk Strategies
    • Tolerance for Risk
    • Determining Solution Options
    • Solution Option Process
    • Determining and Analyzing Solution Options
    • Brainstorming
    • Conducting an Outcomes Focused Brainstorming Session
    • Stakeholders Involved in Determining Solution Options
    • Exercise 5b: Determining Solution Options
    • Feasibility Analysis
    • Discussion: Ranking Solution Options
    • Discussion: Recommending the Most Viable Option
    • Exercise 5c: Assess the Most Viable Options
    • Solution Approach Definition
    • Exercise 5d: Review the Business Case Templates
    • Module Summary

    6 – Packaging & Presenting the Business Case

    • Module Learning Objectives
    • Circumventing a Business Case
    • Documenting the Business Case
    • Value of the Business Case Process
    • Business Case Components
    • Business Case Techniques
    • Build a Convincing Business Case
    • Discussion: Identifying Decision Criteria
    • Exercise 6a: Supporting a Go/No Go Decision
    • Packaging the Business Case
    • Planning Business Case Delivery
    • Discussion: Planning Stakeholder Buy-in
    • Information and Communication Needs in the Business Case Process
    • Presenting your Business Case
    • Exercise 6b: Anticipating and Responding to Challenges
    • Module Summary

    7 – Course Wrap Up

    • Course Summary
    • Questions
    • Additional Resources
    • Thank You
  • Understand the role of the business analyst within the business case process
    Understand the main professional associations and standards that support business analysts in the industry
    Discuss the benefits of business case creation
    Explore how to define the business need
    Describe the role of the business analyst in supporting the enterprise to determine how to optimally invest in the right project initiatives
    Explain how to identify stakeholders and the significance to the pre-project activities
    Discuss the importance of analyzing the enterprise
    Describe and explore the activities performed to assess the current business environment
    Explain how a business analyst describes a ‘future’ state environment including how to identify gaps in enterprise capabilities
    Present and explore how to define the scope of a solution
    Describe the activities performed and techniques used to determine viable solution options
    Explore various techniques for evaluating solution options including feasibility and risk analysis
    Thoroughly understand the purpose of conducting a feasibility assessment
    Discuss and practice a number of business analysis techniques that support the business case process
    Explore the components of a business case
    Describe how the business case supports decision makers in making go/no-go decisions
    Demonstrate how to assemble the output from pre-project activities into a well-structured business case
    Present techniques for presenting business cases to top level managers and obtaining buy-in
    Discuss methods for preparing for challenges during business case delivery