Business Case

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Quality Management System

Business Case Post-Project Evaluation Template

Doc-ID: TEM Business Case Post-Project Evaluation.doc ^Version: 1.0

Status: Pending ^Date: 26-01-2006

Author: Geert Donkersteeg / Peter Schuurman ^Page: Page 1 of 9

Business Case

Post-Project Evaluation

Belonging to

<project number and project name>

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Quality Management System

<Usage of the template: Cursive text contains guiding advice. Always adapt the template (especially the tables) to the exploitation situation.>

<The Business Case Post-Project Evaluation (PPE):

• is meant to be a check of the obtainment of the last estimation of the business case (monitoring), as well as a description of the post-project exploitation planning for retaining and/or improving results (forecasting).

• has its origin in PRINCE2 Post-Project Review, but includes a forecasting part added to the review component to provide a complete evaluation.

• is made by the line manager in cooperation with the (key) users and with support of business support engineers where necessary.

• should contain clear explanations on how and where information (including amounts) was obtained.>

Agreement

We herewith agree to exploitation of the project outcome as described in this document.

Undersigning

Business owner <name> <signature> <date>

Controller <name> <signature> <date>

Information Management <name> <signature> <date>

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Quality Management System

Management Abstract

<Give a short outline of the high- and lowlights in the obtainment of the business case in

comparison with the last evaluated business case, as well as an summary of the specified plan

for the future obtainment of the business case with a focus on changes.>

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Quality Management System

Author: Geert Donkersteeg / Peter Schuurman ^Page: Page 4 of 9 Index

Undersigning...2

Management Abstract...3

1 Monitor...5

1.1 Costs ... 5

1.2 Benefits and Savings ... 5

1.3 Risks ... 6

1.4 Stakeholders ... 6

1.5 (Project) Planning ... 6

1.6 Conclusion... 6

2 Forecast...7

2.1 Costs ... 7

2.2 Benefits and Savings ... 7

2.3 Risks ... 8

2.4 Stakeholders ... 8

2.5 Planning... 8

2.6 Conclusion... 8

3 Lessons Learned ...9

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Quality Management System

Author: Geert Donkersteeg / Peter Schuurman ^Page: Page 5 of 9 1 Monitor

1.1 Costs

<Indicate the amount and price differences at the foreseen debit items and consider any unforeseen cost types. Determine the actual costs during the observed stage for maintenance, service and control in regard to the previous cost outline.>

Costs Estimate Review Difference

Maintenance

€ € €

Service

€ € €

Control

€ € €

Yearly costs € € €

<Provide a textual explanation for all items in the table, as well as items which could not be fit in the table.>

1.2 Benefits and Savings

<To what level have the predicted benefits been achieved? Are there any unforeseen benefits? Describe the achieved benefits and/or the progress in achieving benefits in regard to the estimated benefits, the operating and cash flow overview and the benefit plan (if available).>

<Four main categories which can be used to arrange the benefits are:

•

Cost reduction and efficiency gains,

•

Risk reduction or avoidance,

•

Business opportunities,

•

Intangible benefits.>

Benefits Estimate Review Difference

Cost reduction & eff. gains

€ € €

Risk reduction/avoidance

€ € €

Business opportunities

Intangible benefits

n/a <status>

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Quality Management System

Yearly benefits € € €

<Provide a tex

tual explanation for all items in the table, as well as items which could not be fit in the table.>

1.3 Risks

<How did risks influence the business case outcome during the observed stage? (Project) Control, the risk log and exception reports for occurred risks during the observed stage including their influences on the business case can be used as input.>

1.4 Stakeholders

<Who played what role with which influences during the observed stage? Were there any unforeseen stakeholders for the obtainment of the business case? Provide an overview of all persons, with their function, roles and influences, who affected or were affected by the project outcome, as well as a list of communications, in parallel with the (project) organization and the communication matrix.>

1.5 (Project) Planning

<Were previous planned adjusting changes carried out as scheduled? And were the deliverables in conformity with the specifications? Use the actual time frame in comparison with the planning, as well as the delivered deliverables with the planned deliverables. The purpose is to indicate to which extend planning differences are responsible for irregularities in obtaining the business case.>

1.6 Conclusion

<Provide a conclusion on the review of the business case obtainment. This conclusion should contain an evaluation of the ROI indicators, for which the initial investment should be included (as described in Accounting Manual Essent, Book II Management Accounting).>

ROI indicators Estimate Review

Project lifetime Year(s) Year(s)

Simple payback period Year(s) Year(s)

Internal rate of return % %

Net present value € €

NPV discount rate (WACC) % %

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Quality Management System

Author: Geert Donkersteeg / Peter Schuurman ^Page: Page 7 of 9 2 Forecast

2.1 Costs

<What are the expected exploitation costs? Are there any new costs anticipated (e.g. for repair, extra functionality, licences or maintenance)? Are adjustments to the exploitation necessary? Update the list of expected exploitation costs, assess the categories of maintenance, service and control and include cost owners.>

Updated costs overview Owner Updated estimate

Year^t+1 Year^t+2 Year^t+3

Maintenance

€ € €

Service

€ € €

Control

€ € €

Yearly costs € € €

2.2 Benefits and Savings

<What benefits are expected to be achieved? Are there any new benefits anticipated? Update the list of expected benefits (arranged in the previously listed categories) and the supporting benefit plan. The benefit plan should contain information on when benefits are expected to be obtained, how and when they will be verified (include clear defined measurables!) and who is the owner of each benefit.>

Updated benefits overview Owner Updated estimate

Year^t+1 Year^t+2 Year^t+3

Cost reduction & efficiency gains

€ € €

Risk reduction / avoidance

€ € €

Business opportunities

€ € €

Intangible benefits

n/a n/a n/a

Yearly benefits € € €

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Quality Management System

Author: Geert Donkersteeg / Peter Schuurman ^Page: Page 8 of 9 2.3 Risks

<Which risks endanger the business case outcome while exploiting the project in the future?

Does the exploitation of the project outcome endanger any other processes? Are adjustments to the exploitation necessary? Update the risk analysis with project outcome specific risks and risks to the environment which can be attributed to the project. Indicate possible actions to reduce the risks and their impact and assign each risk to an owner.>

2.4 Stakeholders

<Who plays what role in obtaining the business case during future exploitation? Are adjustments to the exploitation necessary? Update the overview of all persons with their function and roles who affect or are affected by the exploitation of the product and their expected influences.>

2.5 Planning

<Are there any (new) adjustments needed or improvements possible? Define their planning and describe the deliverables.>

2.6 Conclusion

<Provide a conclusion on the forecast of the business case obtainment. This conclusion should contain a forecast of the ROI indicators (as described in Accounting Manual Essent, Book II Management Accounting) updated for the planned exploitation . Furthermore, include information on the subsequent post-project evaluation actions (when will the business case be assessed again, or why are no further checks necessary).>

ROI indicators Forecast

Project lifetime Year(s)

Simple payback period Year(s)

Internal rate of return %

Net present value €

NPV discount rate (WACC) %

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Quality Management System

Author: Geert Donkersteeg / Peter Schuurman ^Page: Page 9 of 9 3 Lessons Learned

Business Case

Quality Management System

Business Case

Post-Project Evaluation

Belonging to

<project number and project name>

Quality Management System

<Usage of the template: Cursive text contains guiding advice. Always adapt the template (especially the tables) to the exploitation situation.>

<The Business Case Post-Project Evaluation (PPE):

• is meant to be a check of the obtainment of the last estimation of the business case (monitoring), as well as a description of the post-project exploitation planning for retaining and/or improving results (forecasting).

• has its origin in PRINCE2 Post-Project Review, but includes a forecasting part added to the review component to provide a complete evaluation.

• is made by the line manager in cooperation with the (key) users and with support of business support engineers where necessary.

• should contain clear explanations on how and where information (including amounts) was obtained.>

Agreement

We herewith agree to exploitation of the project outcome as described in this document.

Business owner <name> <signature> <date>

Controller <name> <signature> <date>

Information Management <name> <signature> <date>

Quality Management System

Management Abstract

<Give a short outline of the high- and lowlights in the obtainment of the business case in

comparison with the last evaluated business case, as well as an summary of the specified plan

for the future obtainment of the business case with a focus on changes.>

Quality Management System

Undersigning...2

Management Abstract...3

1 Monitor...5

2 Forecast...7

3 Lessons Learned ...9

Quality Management System

<Indicate the amount and price differences at the foreseen debit items and consider any unforeseen cost types. Determine the actual costs during the observed stage for maintenance, service and control in regard to the previous cost outline.>

<Provide a textual explanation for all items in the table, as well as items which could not be fit in the table.>

<To what level have the predicted benefits been achieved? Are there any unforeseen benefits? Describe the achieved benefits and/or the progress in achieving benefits in regard to the estimated benefits, the operating and cash flow overview and the benefit plan (if available).>

<Four main categories which can be used to arrange the benefits are:

Cost reduction and efficiency gains,

Risk reduction or avoidance,

Business opportunities,

Intangible benefits.>

Quality Management System

tual explanation for all items in the table, as well as items which could not be fit in the table.>

<How did risks influence the business case outcome during the observed stage? (Project) Control, the risk log and exception reports for occurred risks during the observed stage including their influences on the business case can be used as input.>

<Provide a conclusion on the review of the business case obtainment. This conclusion should contain an evaluation of the ROI indicators, for which the initial investment should be included (as described in Accounting Manual Essent, Book II Management Accounting).>

Quality Management System

Quality Management System

<Which risks endanger the business case outcome while exploiting the project in the future?

<Who plays what role in obtaining the business case during future exploitation? Are adjustments to the exploitation necessary? Update the overview of all persons with their function and roles who affect or are affected by the exploitation of the product and their expected influences.>

<Are there any (new) adjustments needed or improvements possible? Define their planning and describe the deliverables.>

Quality Management System

<This section is mentioned as input for future business cases. The described

precautionary measures should provide business case creators with additional

information on how to improve business cases so that the quality of estimates can

improve and projects are more likely to obtain their estimates.>