How to structure your business case presentation Brought

How to structure your business case presentation Brought to you by Capterra

Business Case for Project Management Software [Business name, date]

Executive Summary ● Challenge : [Description] ○ ● Solution: [Description] ○ ● List tangible returns (e. g. , time and money saved) and intangible returns (e. g. , increased collaboration). Timeline: [Description] ○ ● List tangible costs (e. g. , number of user licenses) and intangible costs (e. g. , time required to implement new tool). Benefits: [Description] ○ ● Outline plan for how you will use PM software to solve your problem and/or achieve your goals. Cost: [Description] ○ ● Highlight the business challenge you’re looking to solve or the goal you’re trying to achieve with an investment in project management (PM) software. Detail the expected timeline for evaluating and implementing the new tool. Change management considerations: [Description] ○ List change management procedures you’ll follow to ensure buy-in and user adoption.

Challenge ● [Overview of current situation] ○ ● [Specific problem(s) with current situation] ○ ● Provide an explanation of the current situation that you’re looking to address with an investment in PM software. Highlight the problems you’re facing with the current situation that you’ll leverage PM software to solve. [Why is it critical to address issue(s) now? ] ○ Provide reason(s) for the immediacy of your solution.

Solution ● [Overview of solution] ○ ● [How solution addresses the specific problem(s) you’re facing] ○ ● Describe how you plan to use PM software to solve your problem and/or achieve your goals. Outline what requirements the tool should have to support your team’s ability to solve problems and/or accomplish goals, and what the software can help you do that you can’t do now. [Why the solution requires an investment in PM software, specifically] ○ Highlight why this investment is necessary and why you can’t leverage existing business software to solve the current problems, i. e. , the benefits project management software provides that an alternate tool would not.

Costs ● [Tangible costs] ○ ● [Intangible costs] ○ ● Break down the short-term, physical costs of an investment, e. g. , number and price of software licenses, annual budget, etc. List costs that are harder to quantify, such as time spent implementing a new system, decrease in productivity during ramp up period, data migration, etc. [Total cost of ownership] ○ Evaluate the long-term cost of the investment and its value over time.

Benefits ● [Tangible gains] ○ ● [Intangible gains] ○ ● Highlight the expected business benefits from investing in project management software, such as time and money saved. List benefits that are harder to quantify, such as increased collaboration and more accurate estimates. [Metrics for measuring success of investment] ○ Identify how the return on investment (ROI) will be measured, e. g. , money saved or improved productivity over time.

Timeline ● [Time required to purchase software] ○ ● Estimate how long you’ll spend evaluating software, creating a short list, and demoing solutions to find the best fit for your needs. [Time required to implement new solution] ○ Estimate how long you’ll spend implementing a new solution. Consider timelines for data migration, establishing new workflows, and getting new users up to speed on the tool.

Change management considerations: ● [Change management protocols to follow] ○ ● Identify change management best practices you’ll leverage to gain buy-in and support user-adoption, e. g. , creating communication plans, using culture hacks, leveraging super-users, etc. [Change management pitfalls to avoid] ○ Acknowledge common change management pitfalls and how you plan to avoid them in rolling out the new project management solution.