Focus on business concerns / "hot buttons"
There needs to be an underlying issue or concern for most business cases to even be considered, and therefore to be effective. There are times that business cases can be developed around opportunities, such as implementing lean initiatives in order to cut costs and waste, but these tend to be far fewer in number.
A good way to get the attention of an executive to sponsor the initiative is to focus on something that is important to them. Yes, you should "speak their language" as much as possible and avoid technical jargon that can turn many non-technical people off. If you can relate your issue to something that is important to the reader then the chance of moving forward is greatly increased.
When listing alternatives, it is very helpful to be realistic in your description and assessment of the alternative. This provides credibility which leads to confidence. What is the gap from here to there? What are the risks? What are the estimated costs? When, where, and for how long will those costs be incurred? Providing answers to questions like this before they are asked is extremely valuable, especially if those answers are balanced and reasonable.
Finally, prepare for objections. You might not want to address them in the business case (depending on your specific environment), but you should be prepared to provide a solid response to objections that you can anticipate. Again, this leads to confidence.
Business cases are a great tool, but like most tools it takes a little bit of skill and practice to create something worthwhile. So, look for examples and practice now so that you will be ready when the time comes for writing your own business case.
Cheers,
Chip Nickolett
