Guidance on Developing a Business Case for a Change Project
The areas that might be covered are given below. It is not necessary for the change initiative to be 'carved in stone' to the smallest detail at this stage. Present the 'loose ends' as an opportunity for others to get involved and input into the change initiative.
Make the case for change
- Demonstrate the need for change.
- What will happen if you do nothing?
- Is the change a reaction to a weakness, threat or opportunity?
- What do other institutions do?
- What is considered best practice?
What do you propose?
- State aims and objectives.
- Contrast present and future state.
- Relate to institutional mission and relevant existing policy statements and strategies.
- State the benefits.
- Specify timescale for initiative and major milestones.
Paint a memorable and positive picture of how things will be different once the change is implemented.
Who will it affect?
Look for direct and indirect effects arising from the changes; relate these to the bigger picture:
Identify:
- The likely level of acceptance and resistance to the proposed changes.
- Impact on workload and work practices.
- Impact on culture (and values).
- Impact on the structure of department/ school/institution.
- Impact on policies and strategy.
- Impact on students.
- Impact on teaching.
- Impact on research.
Impact on any other funding streams.
- Re-iterate who is going to gain what, and who is going to give up what.
How will you achieve it?
- Who will lead?
- Who else would be involved?
- What approach would be taken?
- What staff development will be required?
What will it cost?
- Detail the financial impact of changes on the affairs of the department/school/institution.
- Represent the return on investment.
- Perform a Cost and benefit analysis.
Risks and Monitoring
- Identify critical success factors.
- Undertake a Risk assessment.
- Where will it report to?
- How will it be monitored and evaluated?
