Ok, first of all determining a definition of "business case" we can all agree on, at least for purposes of this discussion, is in order. So let's use Wikipedia's definition that a business case captures the reasoning for initiating a project or task. As someone who loves process and creating better ways to do things, I am all about creating business cases. The logic is whenever resources - money or effort - are consumed they should be in support of a specific business need. In my world, an example might be that a software upgrade might improve system performance, but the business case is that better performance would improve customer satisfaction and require less task processing time. A more complex business case might be a complete overhaul of how you manage a key process in your organization by using some type of workflow. A compelling business case adequately captures both the quantifiable and unquantifiable characteristics of a proposed project, but who has time for that? That would require consideration of lots of factors, one of the most important most likely, would be of doing nothing; the costs and risks of taking that route or coming to that decision are high.

There are several key areas you should include in a business case including, but not limited to specific business drivers, project scope, current cost, expected revised cost, value to be had, the economic metrics, cost of status quo, cost of decision delay, cash flow options...lots of analysis. And while everyone pretty much knows how to put forth a plan depending on the complexity and impact of the result expected, I think you'd admit that many times the biggest problem is inactivity. It's the old adage that there is usually less resistance to just keep doing what you've always done. Doesn't mean it's the right or certainly the best thing to do, but it's a safe path. More often than not it's easier to make a case for inactivity than it is for making changes. And no matter how much you or I like change even we have to admit it comes with a price. We have to do something. Inactivity or doing nothing doesn't require any effort. It might even be painful. It's why we use the word "compelling" so often when talking about making a business case to do something different. How many times do you hear...I'd like to do something but I need a "compelling case" to try it.

So here's a little something you might use to help yourself or someone else work on the "delay decision" part. Run the numbers! It might put things in a black and white perspective that motivates and helps you tell yourself and others to "get a move on." The example below uses a 3 year projection, assumes a standard 280 work days per year and as you can see, a year delay is pretty much equal to a single year's current cost.

I'm no better at the delay problem than most people. That's why I love this little chart. I can use it to keep myself in line and on track. And hopefully, so can you. There is a true cost of inactivity and it has no place in the outline of a business case. Deciding not to do something is not inactivity; not making a decision is! You can be told you can't do anything if you don't control the decision, but otherwise you have to take responsibility yourself. There's no such thing as a risk free decision but the good news is that decisions are at the heart of all success and having a little tool to help you might be just what you need. Hope you like it like as much as I do!