business case
business case 模板
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Business Case Analysis
Business Case AnalysisWhat is a Business Case?A business case is a tool used to manage business process improvement activities from inception through implementation. A business case is a document that identifies functional alternatives and presents economical and technical arguments for carrying out alternatives over the life-cycle to achieve stated business objectives or imperatives. Each business case will look different depending on its application. However, essential ingredients remain constant. Essential ingredients include functional process descriptions, technical architecture descriptions, cost projections, action plans, measuresof performance, and risk assessment for each alternative under consideration. Its focus is on process improvement and reengineering, not on technology insertion. Technology's role is to enable or support meaningful process change. To be effective as a management tool, a business case must never begin with any predetermined notions of the outcome or predetermined technological solution. It must be completely and totally unbiased in its conduct and presentation.Do We Need A Business Case?Yes. In most cases, projects are implemented to improve the efficiency of an existing business process, possibly in conjunction with a business process re-engineering effort. Both the costs and benefits are considered when making the financial analysis. Business cases should support the organizations' strategic goals and objectives.This guide's purpose is to bring consistency and understanding to business case development efforts within the SWRO. It highlights the process steps required to produce a simple, straightforward and easy to understand Business Case Model/Analysis (BCA). Its objective is to promote the useand consistent application of business cases as the tool for the evaluationand management of change within the SWRO Garrison Directorates to support the HQ-IMA PIR initiative.What is a PIR?A meeting of leaders, managers, and supervisors within an organization that addresses relevant cost and other performance data that focuses on a process, their relevant cost and performance with the goal of improving a process and driving down cost.Initiatives ConsideredDevelop high-level plans that describe new or different approaches to doing business according to performance targets and business objectives. It islikely that several improvement ideas and plans will be identified. However, not all of them can, or should, be put into place. Find possible ways to do each approach and then parse these into achievable packages of work and results. Project-level groupings of work that produce distinct deliverables are named initiatives. Initiatives can vary in scope and size. There must be a narration of each initiative included in the business case. Describe how strategies will be put into place in terms of specific actions, timeliness, and resources. Evaluate initiatives against demonstrated implementation experience or other's best practices. Identify and assess each candidate initiative's risks and define different paths to abate such risk. Match each candidate initiative to common barriers or characteristics.Barriers to successful implementation refer to those situations that tend to be outside the span of control of those making change, or that have prevented desired outcomes of previous attempts to adopt new ideas or technologies. Similar implementation efforts must find ways to overcome or bypass these barriers to achieve closure. For most individuals, change is difficult. Therefore, resistance may be encountered when gathering accurate information from individuals within the organization. These barriers are overcome with proper communication. Explain why certain questions that are being asked can promote a more open environment for dialog. Sometimes there is nothing to do except document within the business case, any issues relating to the people barrier.Each initiative must reflect progression (including phased achievement) toward affected performance targets. Convert performance targets into provisional performance objectives. These objectives can frame stepped-investment justification and selection decisions, and drive downstream development of the TO-BE process.Providing clearly defined initiatives give the decision-maker an understanding of what the business case is about, because in the end, the business case is about initiatives.How Do I Begin?Establish a dialog among all of the parties involved. Those designated to prepare the business case must know what is important to the decision-maker. They must also understand the initiatives and alternatives to be included in the business case and gain an understanding of how the business case will be used to come to a decision.The decision-maker should identify the critical elements of the decision process for those who will develop the model. Preferences for presentation of alternative comparisons should be discussed, agreed upon, and documented. Specialist and/or training, if any, required to support the process should beidentified and scheduled. Activity modeling, financial analysis and Activity Base Costing (ABC) are areas that are most likely to drive the need for training and or support from specialists. Business cases are about choice. They must present the decision-maker with alternatives and the consequences of those alternatives. In general, not less than three alternatives should be presented. The figure at right provides the general information that should be included for each alternative.What Should My BCA Include?Business cases are about choice. They must present the decision-maker with alternatives and the consequences of those alternatives. In general, not less than three alternatives should be presented. The following table provides the general information that should be included for each alternative.Who Should Prepare a Business Case and What Should They Know?The most important requirement is to be thoroughly versed in the organization's processes and activities, and corresponding goals and objectives as they relate to the business case. Know what is important to the decision-maker. Activity modeling and financial analysis skills are also required or alternatively, specialists may be used to assist in these areas. Use of specialists, when available, is highly recommended. They can significantly reduce the time required to prepare a business case.What Should the Decision-Maker Know?The decision-maker must have an understanding of how to use the business case and how it will apply to the expected change. The decision-maker does not need to understand the detailed analysis techniques; however, he or she should have a basic knowledge in financial areas such as return on investment and discounted cash flow. Matter-of-course knowledge of business process reengineering topics, such as activity modeling, aids in using the model to make good decisions.Business Case OutlineThe table displayed provides the recommended outline that all business cases should follow. Each outline element is briefly discussed to provide an understanding of needed content.2.0 Business Case Analysis2.1 Goals and ObjectivesAll business cases should support strategic goals and objectives. Business cases should support implementation of the TO-BE State identified within the Service or Agency vision, mission, goals, and objectives. Explain why the business case is being prepared. Identify sponsoring and funding organizations. This explanation of why the business case was done can reinforce the idea of aiding in the transition to a performance-based organization. The starting point for identifying the business case subject is usually a proposed or planned action, but the business case's subject ultimately is defined in terms of objectives.2.2 Functional Performance and MetricsPerformance measurement is the assessment of effectiveness and efficiency of activities, operations, and processes in support of achievement of an organization's missions, goals, and quantitative objectives through application of outcome-based, measurable, and quantifiable criteria, compared against an established baseline.There are four classes of performance measures used in both functional and economic analysis:1. An outcome measure assesses actual results, effects, or impacts of a program activity compared to its intended purpose.2. An output measure describes goods or services produced and the actual level of activity recorded or effort that was realized.3. An efficiency measure is a ratio of outputs to inputs.4. An effectiveness measure should identify critical characteristics of the output that meet customer requirements.Discuss what organizational performance measures are being used and how they are influenced by the initiatives.A performance indicator is a factor used to assess speed or responsiveness, quality, or cost of a process, input, output, or outcome. In effect, it is the unit of measure for a performance measure. Indicator definitions can be used to compare projected outcomes of each alternative, as well as how the indicator will be maintained for continued feedback into the success or failure of the selected alternative once implemented. A brief discussion on the costs and benefits of collecting this monitoring information should be included, especially if a method of collection must be set up to facilitate the new metric.2.3 Baseline/Alternatives ConsideredThe objective of functional process improvement is to achieve the objectives. Because each initiative considers only one or a few areas for improvement, analyze combinations of initiatives to address each goal. It is unreasonable to study all combinations, because there will be too many. A more practical method is to combine logical packages of initiatives that work well together or portfolios of a set of initiatives with common objectives or goals to form alternatives. As a rule, initiatives sharing common critical performance measures or objectives make the best business case for being put in one portfolio versus another. However, each set of related initiatives must put into place changes that handle the same predicted level of process workload within the planning horizon. Another point to consider is the decision-maker's focus on the business case and the corresponding emphasis to place on each element of analysis across all alternatives. Look at tuning the business case's emphasis in the same way the settings are adjusted on a sound system's graphic equalizer.The reference for measurement is the status quo, or the baseline. Baseline cost and performance provide threshold values for the cost and performance of alternatives. AS-IS costs and performance measurements revised to reflect any approved changes not yet implemented would provide this baseline. The business case should include at least three alternatives,including the status quo. Each alternative must give functional management a complete view of financial and operational impacts of proposed changes.Develop total investment cost flow and total anticipated process cost savings flow for each alternative. Quantify total risk assessments based on probability and consequence of failure for each principal initiative activity. Develop an action plan for each alternative, and assemble as a total package for review by the approval authority. Pre-test any controversial ideas with the approval authority or his or her peers.2.4 Key AssumptionsAssumptions are necessary in a business case because they are explicit statements used to describe present and expected future behavior upon which the business case is based. Since no one knows what the future holds, assumptions must be used to set boundaries for painting the business case. Example assumptions include future workload, estimated useful life of an investment or system, and the period over which alternatives will be compared.Summarize key economic indicators used for each alternative assessment; also briefly discuss what non-quantitative issues need consideration. Employ a sensitivity analysis or another method and focus on assumptions that are thought or historically demonstrated to cause the greatest amount of variation in costs and performance.2.5 AS-IS Activity ModelThe current process-flow of that piece of the organization that is being considered in the business case must be detailed to a level where all stakeholders can support conclusions drawn from the analysis. It also must be developed enough to understand areas affected by proposed initiatives. Finally, it must be detailed enough to assign costs and link performance measures. This step is also considered developing the baseline or baselining. It provides the picture of what is being changed that will be used to compare with the alternatives.3.0 Discussion of Alternatives3.1 Alternative 13.1.1 Functional Process DescriptionFunctional Analysis is about what is done. This should describe significant outcomes, outputs, measures, and inputs involved in executing this process. It must focus on efficiency (best use of inputs), effectiveness (best delivery of outputs and outcomes), and productivity (output over input). Sometimesthese differences in TO-BE versions tend to be very subtle, and this may require a greater focus on change in flows than on the processes themselves. Another approach is to build higher-level context models. These show how the change impacts upstream or downstream activities (that is, the outcome difference may not be within the scope of the activity model). Give attention to those actions that will eliminate or reduce excess and delay.3.1.2 Performance Impact and MetricsProvide the projected metrics that is expected to result from each alternative and indicate how the metrics compares to the baseline. At this level, we are talking about how mission requirements, strategic goals, expected outcomes, and expected performance will be met by this alternative. A conscious, focused effort should be made at each stage of the process to recognize and document the relationship of each requirement to the accomplishment of a higher-level goal or objective.3.1.3 Cost Projections (Economic Analysis)Economic Analysis is about the costs and benefits of how something is and will be done.The business case places emphasis on future economic benefit rather than on period costs, and on "value-added" as opposed to "cost savings." This section must focus on what investment option should produce the best use of investment capital.It should focus on productivity, and describe how it mitigates both initiative-fulfillment risk and organizational uncertainty stemming from the intended changes. It should offer the decision-maker multiple cash flow calculations.Underscore that there is no one right answer, only one best answer. The best course of action should blend the total cost of involved processes, output performance, and outcome impacts prevailing over all sub-optimal choices.The organizing backbone of the business case is a time line extending across months or years.This provides a framework for showing management how they can work to help put financial tactics into place: reduce costs, increase gains, and accelerate gains.The business case is not a budget, not a management accounting report, and not a financial reporting statement. This distinction is meaningful for deciding which kind of cost and benefit data go into the business case: incremental values or total cost and benefit figures. Incremental values are probably the right choice in decision support situations, notably where both costs and benefits will enter the business case.Cost Projections - InvestmentsThese costs should be the complete and total costs necessary to have the alternative turned into a reality. This includes training and needed purchases. Provide an aggregate, initiative-level mapping that would help view required cash flows over time as they relate to each alternative. This would also linkto activities that an alternative affects. At the heart of this mapping is a high-level course of action used to frame when and how a TO-BE state becomes operational. This is called an action plan. This should enable the decision-maker to see how cash spending increases until some point at which operations costs start decreasing.Prepare an action plan that specifies what needs to be done and when. A solid and complete action plan has each of the following characteristics:∙Each component action has a specific beginning and ending point.∙ A specific person or group of people does each component action.∙Responsible parties have authority, capability, and obligation to get the job done.∙Each component action has a tangible, clear result. Afterward, it is possible to know whether it was done or not.Cost Projections - OperationalAt a minimum, the business case should reflect the AS-IS cost of doing the whole activity, coupled with a targeted reduction percentage that can be applied over time (tied to its initiatives). This will show expected TO-BE activity costs once changes are put into place. Moving it to the next level of output costing, or better yet outcome costing would be desirable, because this is what most people can relate to.ABC relates cost of resources to activities that consume them. At a minimum, this information provides insight for calculating future out-year resource requirements and costs. ABC can provide calculations that will depict activity levels through the planning horizon. These costs should be ongoing operation costs directly contributing to activities defined within the activity model mentioned in the functional analysis.3.2 Risk AssessmentThis must be discussed with or without having quantifying information. Even with these categories, it cannot be assumed that some standard mitigation routine can be applied to every one of that type. Each identified risk needs to be separately looked at and handled. To avoid paralyzing the decision-making processes, rank these factors and address the most ominous of them.A proper study of risk should be addresses in any business case, but risk is perhaps the most difficult area to figure out. Risk should be viewed as “a n undesirable implication of uncertainty.” Risk can be quantified in terms of odds (probabilities) or remain non-quantified (uncertainty). In situations involving risk, probabilities of various outcomes are known. Under uncertainty, there is no knowledge of the probabilities of various outcomes are known. We can classify different categories of risk: Business Risk, Process Risk, and Organizational Risks.Recognizing risk does not have to hit an exact number, but instead distinguish one alternative from another by the degree of risk that separates them. This recognizes that not every decision carries an equal degree of failure or success. It allows the decision-maker to recognize the fact that estimates have varying degrees of becoming reality.3.3 Comparison of Alternatives - FunctionalDescribe the TO-BE activity models for each alternative and describe how they address performance measures vis-à-vis the AS-IS activity model. These TO-BE models should represent a different future state in line with each alternative. This should also point out why the alternative would achieve a distinctly different manner of doing business, rather than continuing with the AS-IS, or baseline. Annotate differences between each TO-BE diagram and the AS-IS diagram, and among TO-BE diagrams. These diagram comments can depict organizational and other resource volumes as well as volumes represented by the flow arrows. Tying initiatives to both AS-IS and TO-BE activities illustrates intended changes and helps visualize necessary project work.3.3.1 Comparison of Alternatives - CostsAs stated earlier, the organizing backbone of the business case is a time line extending across months or years, as the figure suggests. A graph of total investment and operational costs for the baseline and each alternative should be provided, as well as any other presentation helpful to the decision-maker.3.3.2 Comparison of Alternatives - Investment CostsCost measures gauge the number of investment dollars needed to achieve a particular milestone or activity level. For example, a performance measure can be the dollars necessary to move an effort through one phase. Thegranularity of a performance result is not as important as tying the investment of dollars to the achievement of some result. This task is decidedly different from measuring whether budgeted dollars were spent in a particular fiscal year. Schedule measures gauge the amount of time necessary to obtain a particular performance result. As stated above, a performance measure can be the amount of time needed to move an effort through a phase or the amount of time to do part of a phase. What is important is that the schedule measure is tied to the same performance result as the cost measure. Investment project baselines should contain major events that impact the effort. Achieving these events on time may demonstrate satisfactory progress. For each effort, establish a target date that is based upon contractual requirements or the need to complete an event before another can start. Thresholds for these events can be set by policy (e.g., 90 days beyond target) or by absolute need when there is no slack in the schedule.3.3.3 Comparison of Alternatives - Operational Cost SavingsExploit Activity Based Costing capabilities in the business case by assigning projected costs to various activities affected by each initiative. The change in activities from the AS-IS activity model to the TO-BE activity model should make up cost savings realized by that initiative. The TO-BE activity model should always represent increased value-added to the organization.4.0 Conclusions, Recommendations, and IssuesThis section should be prepared at the end of the business case development. Make an initial conclusion and recommendation to the decision-maker based on the findings. Conclusions, recommendations, and issues should be documented as an amendment to the business case as provided by the decision-maker.。
1._Business_Case
<Insert Project Name>Created/updated 10/04/13 PRINCE2™- Business CaseNote: This document is only valid on the day it was printedRevision HistoryApprovalsDistributionOverviewPurpose A Business Case is used to document the justification for the undertaking of a project, based on the estimated costs (of development, implementation andincremental ongoing operations and maintenance costs) against theanticipated benefits to be gained and offset by any associated risks.The outline Business Case is developed in the Starting up a Project processand refined by the Initiating a Project process. The Directing a Project processcovers the approval and re-affirmation of the Business Case.The Business Case is used by the Controlling a Stage process when assessingimpacts of issues and risks. It is reviewed and updated at the end of eachmanagement stage by the Managing a Stage Boundary process, and at theend of the project by the Closing a Project process.Contents The Business Case should cover the following topics.Executive Summary (3)Reasons (3)Business Options (3)Expected Benefits (3)Expected Dis-benefits (4)Timescale (4)Costs (4)Investment Appraisal (4)Major Risks (4)Advice The Business Case is derived from the: Project mandate and Project Brief –reasons; Project Plan - costs and timescales; The Senior User(s) - expectedbenefits; The Executive - value for money; Risk Register and Issue Register.The Business Case can take a number of formats, including: Document,spreadsheet or presentation slides; Entry in a project management tool.The following quality criteria should be observed:∙The reasons for the project must be consistent with the corporate or programme strategy∙The Project Plan and Business Case must be aligned∙The benefits should be clearly identified and justified∙It should be clear how the benefits will be realized∙It should be clear what will define a successful outcome∙It should be clear what the preferred business option is, and why∙Where external procurement is required, it should be clear what the preferred sourcing option is, and why∙It should be clear how any necessary funding will be obtained∙The Business Case includes non-financial, as well as financial, criteria∙The Business Case includes operations and maintenancecosts and risks, as well as project costs and risks∙The Business Case conforms to organizational accountingstandards (e.g. break-even analysis and cash flowconventions)∙The major risks faced by the project are explicitly stated,together with any proposed responses.Executive Summary(Highlight the key points in the Business Case, which should include important benefits and the return on investment (ROI))Reasons(Defines the reasons for undertaking the project and explains how the project will enable the achievement of corporate strategies and objectives)Business Options(Analysis and reasoned recommendation for the base business options of: do nothing, do the minimal or do something)Expected Benefits(The benefits that the project will deliver expressed in measurable terms against the situation as it exists prior to the project. Benefits should be both qualitative and quantitative. They should be aligned to corporate or programme benefits. Tolerances should be set for each benefit and for the aggregated benefit. Any benefits realization requirements should be stated)Expected Dis-benefits(Outcomes perceived as negative by one or more stakeholders. Dis-benefits are actual consequences of an activity whereas, by definition, a risk has some uncertainty about whether it will materialize. For example, a decision to merge two elements of an organization onto a new site may have benefits (e.g. better joint working), costs (e.g. expanding one of the two sites) and dis-benefits (e.g. drop in productivity during the merger). Dis-benefits need to be valued and incorporated into the investment appraisal)Timescale(The period over which the project will run (summary of the Project Plan) and the period over which the benefits will be realized. This information is subsequently used to help timing decisions when planning (Project Plan, Stage Plan and Benefits Review Plan))Costs(A summary of the project costs (taken from the Project Plan), the ongoing operations and maintenance costs and their funding arrangements)Investment Appraisal(Compares the aggregated benefits and dis-benefits to the project costs (extracted from the Project Plan) and ongoing incremental operations and maintenance costs. The analysis may use techniques such as cash flow statement, ROI, net present value, internal rate of return and payback period. The objective is to be able to define the value of a project as an investment. The investment appraisal should address how the project will be funded)Major Risks(Gives a summary of the key risks associated with the project together with the likelyimpact and plans should they occur)。
【海归实习】拿MBB Offer：Case Interview没有标准答案,却有标准的套路...
【海归实习】拿MBB Offer: Case Interview没有标准答案，却有标准的套路...（想象一下一个年轻人坐在一间办公室，面试官正坐在桌子对面……）面试官：经过5－10分钟左右的Behavior Interview，那我们现在开始做Case。
我们的一个客户，是一个全球著名的skin care公司，他们旗下一个很著名的skin care brand进入中国后销量一直不好。
现在请你来分析一下这个问题。
应聘者：在发现问题之后有没有做过相关调查研究？面试官：有的。
他们做了一些基本研究，发现产品本身是没有问题的，而可能是销售渠道的问题。
因此，可以从两个方面考虑：第一：What’s the most attractive consumer segment? 第二：What’s the most favorite channels to attract the segment?应聘者：那我需要一些时间思考一下。
面试官：No problem. Go ahead.（2分钟过去了）应聘者：假设我是一个咨询师，我会这样来分析这个问题：首先，了解更多关于这个品牌的信息。
其次，在这些信息的基础上来讨论consumer segment。
最后，根据most attractive segment来分析most favorite channels。
面试官：很好。
那关于这个品牌，你希望了解什么呢？应聘者：我想知道这个skin care的功效、定位、目标群体等。
这个牌子有很多系列，各自有各自的功效，但是不重要。
它的系列高、中、低端都有，目标消费群体是女性。
应聘者：那高、中、低端的划分标准是怎样的？有没有一些指标比如价格可以参考？面试官：你不需要具体来做分析，你只要告诉我你要分析哪些方面就行。
比如，假设低端的划分标准已知，你会怎样继续分析？应聘者：那我就开始分析consumer segment了。
我需要一点时间来考虑怎样划分这个面对低端产品的consumer segment。
商业分析CaseInterview的小套路
商业分析CaseInterview的⼩套路⼤家好，我是Minnie。
在商业分析师（Business Analyst，简称BA）这个⾏业我⼲了不少年，认识了不少相似背景的同⾏，也认识了许多不同背景的同学。
在和同学们的交流中我发现，同学们纷纷认为BA⾯试相对⽐较随机，准备起来缺乏系统的知识体系，⾯试过后也得不到反馈、⽆法提⾼。
今天开始，我启动⼀个“BA⾯试”系列专题，希望能帮到⼤家准备和应对BA⾯试。
接下来的⼏个⽉，欢迎⼤家持续关注！如果你也是BA⽼司机，欢迎私聊给我提提建议！不知道我是谁？Minnie硅⾕FLAG中⽼年商业分析师BitTiger.io商业分析师课程主讲⽼师在BA⾯试的准备过程中，不知道同学们有没有过如下的问题：啥叫case interview？我只听说过SQL。
为什么我的case interview（⼜双叒叕）挂了？到底什么叫business sense？......如果你有这样的问题，那么希望接下来的内容能够有帮助。
先给⼤家画画重点。
BA这个职位，说⽩了就是考察这两种技能：数据分析的能⼒商业分析的能⼒数据分析数据分析很好理解，它属于类似于抡榔头的“硬技能”。
SQL学会了就是学会，让你去任何公司、遇到任何数据你都可以抡起这个榔头开始⼲活。
训练硬技能的⽅法，也没有什么秘密，就是学SQL，学统计，学Excel，然后通过反复练习达到熟练。
我以后会找机会，对这类知识画画重点，以及展开讲讲如何练习。
此处图⽂⽆关商业分析商业分析不同于数据分析，它是⼀种“软技能”。
顾名思义，商业分析包含两层含义：第⼀层是商业，这需要同学们对商业（公司怎么赚钱）有⼀定理解。
⼤到公司CEO、部门领导，⼩到包⼦铺⽼板、时尚博主，其实或多或少都具备最基本的商业分析的能⼒。
第⼆层是分析，说⽩了就是如何回答⼀个商业问题。
商业问题不同于数据问题。
数据问题⼀般都是⾮常事先定义好的问题，不仅有着明确的input和output，就连解决问题的⼯具都已经知道了（SQL）。
Business Case
2,5%
6% 5 yrs £ 26,000 15% of salary
Central Emphasis on CF
18% of salary
Agreed with Financial Directors.
Financial Statements
• •
Cash Flow P&L:
– – – Revenues OpEx CapEx
Understanding the company’s financial levers
Focus stream efforts at points of greatest leverage
Profit & Loss Impacts Revenue enhancement Cost reduction Cost avoidance Capital reduction Capital avoidance Investment required Time to realise
B) BP C) BP Average Europe
Source: Utility Authority Business Plans; Regulator “Prospet for Prices”.
The same number of customers have to pay for the increased turnover of Utility Authorities
Weeks 5–6 2
• Bottom-up benefits case • (Individual opportunities)
Weeks 3–4
We think a value gap exists of this size . . . • Top-down financials
Business CasePPT课件
• Is about ‘how’ not ‘what if’
Financial Analysis
• Is about ‘what if’ not ‘how’
• Quantifies identified
opportunities
• Mainly financial
• Strong operational focus
Business Case Deliverables
Top-Down Financials
• Builds common understanding of the basics
• Enables us to define framework for business case
• Indicates levers that can deliver benefits
The Business Case is a tool for decision making and delivery management, not a statement of accounts
What the Business Case is and is not
Typical Corporate Business Case
charts
When you combined these, the validated benefit is .m-up benefits case
• (Individual opportunities)
There are obvious opportunities, but is it enough?
• 100 pages of numbers and assumptions • Developed and rarely re-visited • Number orientation, no associated detail
CH3知识要点
Task statement1.Evaluate the business case for the proposed system development/acquisition to ensure that itmeets the organizationa’s business targets2.评估项目管理框架和项目governance pratices 来确保业务目标通过cost-effective的方式实现同时对组织的风险实施了有效管理3.检查项目的实施，确保其按照项目计划，并通过适当的文档支持和准确的status reports4.评估系统在设计、开发、采购、测试过程中的控制措施来确保其提供了安全防护且符合组织的策略和其他要求5.评估系统和基础架构的开发/获取过程，并测试保障交付物符合组织的目标6.评估系统在部署和迁移进生产系统时的readiness，7.执行postimplementation review来确保他们符合组织目标且有有效的内部控制8.执行定期检查保证系统持续的满足组织目标，且内部控制情况始终保持良好9.评估系统/基础架构的维护过程，确保其始终支持组织目标，维护良好的内部控制10.评估系统和基础架构的dispose过程，确保其符合组织策略和流程要求Knowledge statement1.benefits management practice：feasibility studies business case所有的项目的目的都是为了realize tangible benefits2.project governance mechanisms （steering committee，project oversight board）项目治理的程度与项目本身的复杂度有关3.项目管理实践、工具、控制框架项目管理有三方面的要素Hard factors:deliverables、quality、costs、deadlinesSoft factors:team dynamics、conflict resolution、leadship issues、culture differencies、communicationEnvironment factors：political and power issues、expectations of stakeholders、ethical and social issues。
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Business Case Document Project Name:PARKNSHOPPrepared by qiaohuanDate: November 22, 2013Modified by Ning Ronghuan Date: November 23, 20131.0 IntroductionThe “PARKNSHOP” system's is aimed to develop a online shopping platform for store owners and customers to do business and communicate through the internet. It combines the store and bank by providing an online payment function, which will save the manpower and make the shopping more convenient and effective.PARKNSHOP系统是针对网上购物而建立的一个交易平台。
它致力于改观现有的实体购物模式，为广大的用户提供最便捷的服务和最高效的交易，通过第三方的支付保证了网上购买的安全快捷。
2.0 Business ObjectiveThe Business objective of “iBuy” is to make profit in three ways. Firstly, since “iBuy” provides a shopping platform for store owner to create a n online store, the store owner should shard a small part of their profit with the website administrators. Secondly, there’re some localities on the homepage to put some advertisements. The store owner who wants to make advertisement for his store or commodities should pay the advertisement fee to the website administrators. Thirdly, since the website provides an online payment for the customer, which stimulates the consumption and save the manpower for the bank, so the bank should pay the website administrators to join in the online payment function.我们这个系统通过两种方式来获益，首先是通过对笔交易的提成来获益，提成的百分比没有固定的数字，我们会根据不同的产品来确定不同的交易的提成；其次通过广告费来获益，广告分为很多种，价格也根据种类的不同而不同。
例如对产品广告，每月收取费用1000块；对店铺广告，每月收费500块。
3.0 Current Situation and ProblemProblem1.物流,2.产品质量无法保证3.售后4地域覆盖率不够高，普及不够Situation随着网民的增多，越来越多的人依赖网络购物，随之也衍生了很多的网上购物平台，如淘宝，京东，当当网等，他们有了很成熟的技术和模式，也积累了大量的忠实客户，与此同时也存在着很多的问题。
首先是品质的保障，在网上只能浏览到产品的外观和产品的描述，无法确保描述是否属实，以至于产品的质量无法得到保证；其实就是产品的售后问题，很多问题不能够及时妥善的处理，导致了用户的流失；最后物流的快慢也影响着网上购物的效率，网购物品在物流上面平均花费2到5天的时间，削弱了消费者对网购的满意度。
4.0 Critical Assumption and Constraints➢os: windows 7➢database: Mysql 5.1➢CPU: Intel Core i3 or more➢Memory :1G or more ;➢hard drive: 300G or more ;➢With optical drive and floppy disks.➢Develop Tools: MyEclipse 10➢Server App:Tomcat7➢DB Design: PowerDesigner15.0➢Test Tools: Quality Center Starter9.0➢Project management Tools: SVN2.0➢Networks: LAN➢GUI design tool: Dreamweaver CS6➢Frame: Struts2.3.4.1.+Hibernate4.1.6+Spring3.1.0➢Programming Language: java+jsp+javascript+css+jdbc5.0 Analysis of Options and RecommendationFirstly, in our project, the presentation layer is one of the traditional JSP technology. The reason is that its wide application and stable performance, as the presentation layer for its technology has laid a solid foundation. What’s more, our project members are familiar with JSP and we have learned java language before.Secondly, as for database, we choose mysql5.1. The reason is that it has high maintainability, than change the update stored procedure usually, testing, and redeploy the assembly requires less time and energy. But when the number of our system user become large. It is recommended to change the database from MySQL to oracle.Finally, we use SSH frame to develop the project because it is free and has many advantages. At the same time, we may meet some problems.6.0P reliminary Project Requirements1.There are four roles in this system. They are administrator, store owner, guestand customer. Each of them has its own functions and powers.2.Shop owner and administrator both can manage the shop that the shop ownerhave. But customers and guests can’t.3.Guest and customer both can scan goods, but guests can’t buy the good untilthey register.4.Shop owners can make advertisements for their goods or shop.5.Every customer own a cart, which can be managed. And they also can managegoods they love.6.We provide third-party payment interface.7.0B udget Estimate and Financial AnalysisThe Budget estimate for our entire project is $14,000. This estimate is based on the workload of each project member. The estimation are listed as follow, project manager works about 100 hours, $40 per hour. Other staff work about 300 hours, $30 per hour. And there are still some payment for Outsourced software and services, which cause $1000.After the project is completed, maintenance costs of $3000 are included for each year, which include updating the facilities, manage the information and generalize the website.After Consulting a lot of relevant information.we estimate the totally profit would be $10,000 per years.Exhibit A describe our budget estimation and financial analysis in detail. As we can see in the chart, the estimated payback is within one year, as requested by the sponsor. The NPV is 109,000, and the discounted ROI based on three-year system life is excellent at 500 percent.8.0Schedule EstimateThe project is supposed to be completed within 8 weeks. The project begin on December 12, 2013, and we will deliver the project before the deadline November 31, 2013.9.0Potential Risks9.1The system may not be very popular because there have been so many similarsystems.9.2The developers are not so familiar with the technologies used that it will notfinished on time.9.3The customer changes the requirement unregularly, which lead to theworkloa d is extended and the assignment can’t be delivered on time.9.4The design of the system may not support to too many users online at thesame time.9.5The leader of the project may not get enough resources to support thedevelopment of the project.9.6The expressions may not be accurate, which may lead to themisunderstanding of each other.10.0Exhibits。