Guide To Developing The Project Business Case

GUIDE TO DEVELOPING THE
PROJECT BUSINESS CASE
BETTER BUSINESS CASES:

for better outcomes
2018
GUIDE TO DEVELOPING THE
PROJECT BUSINESS CASE
BETTER BUSINESS CASES:

for better outcomes
2018
© Crown copyright 2018
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Contents
Chapter 1. Introduction1
What is a project? 1
How does a project align with the strategic planning process? 1
What is the importance of the Project Business Case using the Five Case Model? 2
What are the advantages of the Project Business Case? 3
When should the Project Business Case be developed? 3
What is Project Assurance? 4
Chapter 2. An Overview of the Five Case Model 7
Introduction7
The Strategic Case 7
The Economic Case 8
The Commercial Case 9
The Financial Case 9
The Management Case 10
Chapter 3. The Business Case Development Process 11
Introduction11
The Business Case Development Framework 11
Stage 0 – Determining the strategic context and undertaking the Strategic
Assessment12
Stage 1 – Scoping the scheme and preparing the Strategic Outline Case (SOC) 13
Stage 2 – Planning the scheme and preparing the Outline Business Case (OBC) 13
Stage 3 – Procuring the solution and preparing the Full Business Case (FBC) 14
Stage 4 – Implementation and monitoring 15
Stage 5 – Evaluation and feedback 15
Other interested parties 15
Smaller Schemes and the Business Justification Case (BJC) 16
Responsibility for producing the business case 16
Business Case template 16
Chapter 4. Determining the Strategic Context and undertaking the Strategic
Assessment17
Introduction17
Step 1: Determining the Strategic Context 17
Chapter 5. Scoping the proposal and preparing the Strategic Outline Case (SOC) 19
Introduction19
Step 2: Making the case for change 19
Action 2: Agree strategic context 19
Organisation Overview 19
Alignment to existing policies and strategies 20
Action 3: Determine spending objectives, existing arrangements and business
needs20
Determining spending objectives 21
Determining existing arrangements 22
Guide to developing the Project Business Case i

Contents
Identifying business needs 22

Action 4: Determine potential business scope and key service requirements 22
Action 5: Determine benefits, risks, constraints and dependencies 23
Identifying the main benefits 23
Identify the main risks 24
Identify the constraints 25
Identifying the dependencies 25
Workshop 1 – Case for Change 26
Step 3: Exploring the preferred way forward 27
Action 6: Agree critical success factors for the project 27
Action 7: Determine the long-list options and undertake SWOT analysis 28
Identifying options 28
The Options Framework 29
Using the Options Framework to identify the long-list 30
Drafting the long-list 35
Action 8: Recommend a preferred way forward 35
Drafting the short-list 36
Workshop 2 – Identifying and assessing the options 39
Referencing the Commercial, Financial and Management Cases 40
Chapter 6. Planning the scheme and preparing the Outline Business Case (OBC) 43
Introduction43
Step 4: Determining potential Value for Money (VfM) 43
Action 9 – Revisit the SOC and determine the short-list 43
Action 10 – Prepare the economic appraisals for shortlisted options 44
Action 11 – Undertake benefits appraisal 51
Action 12 – Undertake risk appraisal 52
Action 13 – Select preferred option and undertake sensitivity analysis 57
Workshop 3 – Assessing the Short-listed Options 60
Step 5: Preparing for the potential Deal 61
Action 14: Determine procurement strategy 61
Action 15: Determine service streams and required outputs 62
Action 16: Outline potential risk apportionment 63
Action 17: Outline potential payment mechanisms 64
Action 18: Ascertain contractual issues and accountancy treatment 66
Workshop 4 – Developing the Deals 67
Step 6: Ascertaining affordability and funding requirement 68
Step 7: Planning for successful delivery 75
Action 20: Plan project management – strategy, framework and plans 75
Action 21: Plan change management – strategy, framework and outline plans 77
Action 22: Plan benefits realisation – strategy, framework and outline plans 78
Action 23: Plan risk management – strategy, framework and outline plans 79
Action 24: Plan project assurance and Post-Project Evaluation – strategy,
framework and plans 81
Workshop 5 – Successful Delivery Arrangements 82
Chapter 7. Procuring the proposal and preparing the Full Business Case (FBC) 85
Introduction85
Step 8: Procuring the VfM solution 85
Action 25: Revisit the case for change 85
Action 26: Revisit the OBC options 86
Action 27: Detail the procurement process and the evaluation of Best And Final
Offers (BAFOs) 87
ii Guide to developing the Project Business Case

Contents
Step 9: Contracting for the Deal 88

Action 28: Set out the negotiated Deal and contractual arrangements 88
Action 29: set out the financial implications of the Deal 89
Step 10: Ensuring successful delivery 90
Action 30: Finalise project management arrangements and plans 90
Action 31: Finalise change management arrangements and plans 90
Action 32: Finalise benefits realisation arrangements and plans 91
Action 33: Finalise risk management arrangements and plans 91
Action 34: Finalise contract management arrangements and plans 92
Action 35: Finalise Post-Project Evaluation arrangements and plans 92
Chapter 8. Reviewing the Business Case: SOC, OBC and FBC 95
Introduction95
The Strategic Outline Case 95
The Full Business Case 99
Annex A: Case Study showing the relationship between strategy, programme and
project103
Annex B: Overview of how to develop the Project Business Case 105
Annex C: Project scoping document 107
Annex D: Overview of steps and actions for the preparation of Project Business
Cases111
Glossary113
The Author: 116
The Editor: 116
Bibliography117
Guide to developing the Project Business Case iii

1 Introduction
A project management approach is essential for the delivery of a set of related products
and activities, in order to ensure effective management, benefits realisation and Value for
Money (VfM).
This guidance has been prepared to assist:
¨¨ Senior managers and executives responsible for designing, delivering and approving
projects, including Senior Responsible Owners (SROs), project directors, project managers
and business case practitioners and reviewers.
It will also be of interest to:
¨¨ members of Senior Management Boards with responsibility for approving business

cases; and
¨¨ directors of Finance, Planning and Procurement and others with responsibility for
operational aspects of the project.
What is a project?
A project is a temporary organisation that is needed to produce a unique and predefined
outcome or result at a pre-specified time using predetermined resources.
The Managing Successful Projects with PRINCE2 guidance defines a project as ‘a management
environment that is created for the purpose of delivering one or more business products
according to a specified business case’.
Most projects have the following characteristics:
¨¨ a defined and finite life cycle
¨¨ clear and measurable inputs and outputs
¨¨ a corresponding set of activities and plans
¨¨ a defined amount of resource, and
¨¨ an organisational structure for governance and delivery.
How does a project align with the strategic planning process?

A project can be a major undertaking for most organisations, involving significant funding and
change for the parties involved.
Figure 1 shows a typical environment for project management.
Guide to developing the Project Business Case 1

Chapter 1: Introduction
Internal or External operating environment

Political, Economic, Sociological, Technological
Influence and Shape
Policies, Strategies, Initiatives and Targets
Define Scope and Prioritise
Programmes
Initiate, Align and Monitor
Projects and related activities
Implement and Deliver
New or Transformed Business Operations Services
Bring About
Outcomes Achieved and Benefits Realised
Organisations achieve their vision and mission through business strategies, policies,
initiatives and targets that are influenced and shaped by the political, economic, sociological,
technological and legal environment in which they operate.
Organisations’ implementation strategies consist of strategic portfolios that scope, define and
prioritise the programmes needed to deliver the agreed change, anticipated outcomes and
resultant benefits.
These programmes initiate, align and monitor the projects and related activities required to
deliver the agreed outputs. These outputs may consist of new products and services, new
processes and service capabilities, or changes to business operations. But it is not until the
projects deliver and implement the required outputs into business operations to achieve the
outcomes that the full benefits of the programme can be realised.
A continual process of alignment is required to ensure that the programme and its projects
remain linked to strategic objectives, because even as projects are in the process of
implementing changes and improvements to their target business operations, they may need to
respond to changes in strategies or accommodate new initiatives or policies.
A case study showing the relationship between strategy, programmes and projects is provided at
Annex A.
What is the importance of the Project Business Case using the Five
Case Model?
The Project Business Case is important because projects will only deliver their intended outputs
and benefits if they are properly scoped, planned and cost justified from the outset.
Preparing a Project Business Case using the five case model provides decision makers and
stakeholders with a proven framework for structured ‘thinking’ and assurance that the project:
2 Guide to developing the Project Business Case

¨¨ Provides strategic fit and is supported by a compelling case for change.

This dimension of the five cases focuses on business planning and is the ‘strategic case’
section within the Project Business Case.
¨¨ Will maximise public value to society through the selection of the optimal
combination of components, products and related activities.
This dimension of the five cases focuses on options appraisal and the identification of
the preferred option and is the ‘economic case’ section within the Project Business Case.
¨¨ Is commercially viable and attractive to the supply side.
This dimension of the five cases focuses on the development and procurement of the
potential Deal and is the ‘commercial case’ section within the Project Business Case.
¨¨ Is affordable and is fundable over time.
This dimension of the five cases focuses on the whole life costs of the proposed Deal and
is the ‘financial case’ section within the Project Business Case.
¨¨ Can be delivered successfully by the organisation and its partners.
This dimension of the five cases focuses on the implementation arrangements for the
proposal and is the ‘management case’ section within the Project Business Case.
What are the advantages of the Project Business Case?

A well prepared Project Business Case:
¨¨ enables the organisation and its key stakeholders to understand, influence and shape
the project’s scope and direction early on in the planning process
¨¨ assists decision makers to understand the key issues, the available evidence base and to
avoid committing resources to schemes that should not proceed
¨¨ demonstrates to senior management, stakeholders, customers and decision makers the

continuing viability of the project, and
¨¨ provides the basis for management, monitoring and evaluation during and after
implementation.
When should the Project Business Case be developed?

A Project Business Case is recommended best practice and should be prepared following
the approval of senior management to the organisational strategy, mandate and brief for
the project.
The organisational strategy provides the context for the project and is important because
experience shows that a proposal begins most effectively when it is launched as part of a clear
organisational strategy.
The project mandate provides the trigger and context at the start of the project. The project
brief develops the concept for the scheme and provides an initial assessment of the viability and
achievability of the proposal, prior to formally developing the Project Business Case.

The project mandate and brief should be prepared in accordance with a recommended project
management methodology and are dependent upon the organisation’s top management
team having defined and agreed the policies and business strategies for the organisation,
including high level strategies for sourcing and service delivery and the prioritisation of new and
existing work.
The Project Business Case is a working document which must be developed and revisited over
the duration of the scheme.
Developing a Project Business Case applies to all types of projects and requires trained people
who have the capabilities and competencies to undertake the tasks involved.
What is Project Assurance?

Project assurance provides independent and impartial confirmation that the project or any
one of its activities is on track. It also confirms that the project is applying relevant practices
and procedures and that the business rationale for the scheme remains aligned with the
organisational strategy.
Experience demonstrates that there is significantly added value in an organisation subjecting its
projects to rigorous assurance, since the effort and resources saved by refocusing or cancelling a
project that is no longer needed far outweighs its continued cost.
Projects may be subject to one or more of the following assurance reviews:
¨¨ The Project Validation Review
¨¨ Project Assessment Reviews (PARs)
¨¨ Cabinet Office Gateway Reviews
The Project Validation Review

This is a short independent peer assessment that takes place at the early stages of the policy-to-
delivery lifecycle for projects.
The review provides organisations early on in the planning process with assurance on how
well the practical service delivery issues are being addressed in preparing for change through
project delivery.
Project Assessment Reviews (PARs)

These are complementary to Gateway reviews but more specific and in-depth in nature.
Working in collaboration with the project team, PARs provide assurance that the project’s
scoping and delivery options are being planned in line with national strategies and policies to
achieve optimal public value at affordable cost.
Cabinet Office Gateway Reviews

The Cabinet Office Gateway Review process examines programmes and projects at key decision
points in their delivery lifecycle and provides assurance that they can progress successfully to the
next stage.
These reviews apply to a wide range of programmes and projects, including:
¨¨ policy development and implementation

¨¨ organisational change and other change initiatives
¨¨ acquisition programmes and projects
¨¨ property/construction developments
¨¨ IT-enabled business change
¨¨ procurement using or establishing framework arrangements.
The key review points are as follows:
¨¨ Gateway 0 – ‘Strategic Assessments’ on an ongoing assurance of programmes at the

start, delivery and closing stages.
And for projects:
¨¨ Gateway 1 – ‘Business Justification’ prior the detailed planning phase.
¨¨ Gateway 2 – ‘Delivery Strategy’ prior to the procurement phase.
¨¨ Gateway 3 – ‘Investment Decision’ prior to contract signature.
¨¨ Gateway 4 – ‘Readiness for Service’ prior to ‘going live’ and implementation of the
scheme.
¨¨ Gateway 5 – ‘Operational Review and Benefits Realisation’ following delivery of the

project, establishment and/or decommissioning of the service.
Risk Profile Assessment

A risk profile assessment should be undertaken prior to developing the Project Business Case.
This assesses the project’s potential impact against a continuum of very high, high, medium and
low risk that indicates how Gateway Reviews should be resourced and conducted.

2
Introduction
An Overview of the Five Case
Model
This chapter provides an overview of the Five Case Model Methodology for the preparation of
business cases.
The Five Case Model is applicable to policies, strategies, programmes and projects and comprises
of five key dimensions:
¨¨ The Strategic Case
¨¨ The Economic Case
¨¨ The Commercial Case
¨¨ The Financial Case
¨¨ The Management Case
The Strategic Case

The purpose of the strategic dimension of the business case is to make the case for change and
to demonstrate how it provides strategic fit.
Demonstrating that the scheme provides synergy and holistic fit with other projects and
programmes within the strategic portfolio requires an up-to-date organisational business
strategy that references all relevant local, regional and national policies and targets.
Making a robust case for change requires a clear understanding of the rationale, drivers and
objectives for the spending proposal, which must be made SMART – Specific, Measurable,
Achievable, Relevant and Time constrained – for the purposes of post-evaluation.
Key to making a compelling case for intervention is a clear understanding of the existing
arrangements: the Business As Usual (BAU), business needs (related problems and
opportunities), potential scope (the required organisational capabilities) and the potential
benefits, risks, constraints and dependencies associated with the proposal.
The challenges are:
¨¨ to explain how further intervention and spend on key ‘inputs’ will deliver ‘outputs’
that improve the organisation’s capability to deliver better outcomes and benefits to
stakeholders and customers, while recognising the associated risks
¨¨ to ensure the organisation’s proposals focus on business needs that have been well
researched and are supported by service demand and capacity planning
¨¨ to ensure schemes are planned and delivered as part of an approved organisational

strategy that has a well defined portfolio of related programmes and projects.

Chapter 2: An Overview of the Five Case Model
Box 1: Contents of the Strategic Case
Strategic Context
Organisational overview
Business strategy and aims
Other relevant strategies
The Case for Change

Spending objectives
Existing arrangements
Business needs – current and future
Potential scope and service requirements
Main benefits and risks
Constraints and dependencies
The Economic Case

The purpose of the economic dimension of the business case is to identify the proposal that
delivers best public value to society, including wider social and environmental effects.
Demonstrating public value requires a wide range of realistic options to be appraised (the
long-list), in terms of how well they meet the spending objectives and critical success factors for
the scheme; and then a reduced number of possible options (the short-list) to be examined in
further detail.
The short-list must include the BAU, a realistic and achievable ‘do minimum’ that meets
essential requirements, the preferred way forward (if this is different) and any other options
that have been carried forward. These options are subjected to cost benefit analysis (CBA) or
cost effectiveness analysis (CEA), where more appropriate, to identify the option that offers best
public value to society.
The challenges are:
¨¨ to begin by selecting the ‘right’ options for scope, solution, service delivery, implementation
and funding, otherwise options will represent sub-optimal Value for Money (VfM) from
the outset
¨¨ to cost justify higher cost options in relation to BAU and the ‘do minimum’
¨¨ to measure and monetise the benefits and risks.
Box 2: Contents of the Economic Case
Critical Success factors
Long-listed options
Preferred Way Forward
Shortlisted options (including the “Business As Usual (BAU)” and ‘do minimum’)
NPSC/NPSV findings
Benefits appraisal
Risk assessment
Sensitivity analysis
Preferred option

The Commercial Case

The purpose of the commercial dimension of the business case is to demonstrate that the
preferred option will result in a viable procurement and a well-structured Deal between the
public sector and its service providers.
Demonstrating a viable procurement requires an understanding of the market place, knowledge

of what is realistically achievable by the supply side and research into the procurement routes
that will deliver best value to both parties.
Putting in place a well-structured Deal requires a clear understanding of the services, outputs
and milestones required to be achieved and of how the potential risks in the Design, Build,
Funding and Operational (DBFO) phases of the scheme can best be allocated between the public
and private sectors and reflected in the charging mechanism and contractual arrangements.
The challenge for the public sector is to be an ‘intelligent customer’ and to anticipate from the
outset how best public value can continue to be secured in during the contract phase in the face
of inevitable changes to business, organisational and operational requirements.
Box 3: Contents of the Commercial Case
Procurement strategy and route
Service requirements and outputs

Risk allocation
Charging mechanism
Key contractual arrangements
Personnel implications
Accountancy treatment
The Financial Case

The purpose of the financial dimension of the business case is to demonstrate the affordability
and funding of the preferred option, including the support of stakeholders and customers,
as required.
Demonstrating the affordability and fundability of the preferred option requires a complete
understanding of the capital, revenue and whole life costs of the scheme and of how the Deal
will impact upon the balance sheet, income and expenditure and pricing arrangements (if any)
of the organisation.
The challenge is to identify and resolve any potential funding gaps during the lifespan of
the scheme.
Box 4: Contents of the Financial Case
Capital and revenue requirements

Net effect on prices (if any)
Impact on balance sheet
Impact on income and expenditure account
Overall affordability and funding
Confirmation of stakeholder/customer support (if applicable)

The Management Case

The purpose of the management dimension of the business case is to demonstrate that robust
arrangements are in place for the delivery, monitoring and evaluation of the scheme, including
feedback into the organisation’s strategic planning cycle.
Demonstrating that the preferred option can be successfully delivered requires evidencing that
the scheme is being managed in accordance with best practice, subjected to independent
assurance and that the necessary arrangements are in place for change and contract
management, benefits realisation and risk management.
The challenges are:
¨¨ to manage the risks in the design, build, funding and operational phases of the scheme
and put in place contingency plans
¨¨ to deal with inevitable business and service change in a controlled environment, and
¨¨ to ensure that objectives are met, anticipated outcomes delivered and benefits evaluated.
Box 5: Contents of the Management Case
Programme management governance arrangements (roles, responsibilities, plans etc.)

Project management governance arrangements
Use of specialist advisers
Change and contract management arrangements
Benefits realisation arrangements (including plans and register)
Risk management arrangements (including plans and register)
Post-implementation and evaluation arrangements
Contingency arrangements and plans

3
Introduction
The Business Case
Development Process
This chapter provides an overview of the business case development process for large, medium
and small spending proposals using the Five Case Model.
It also explains how the business case development process aligns with the Cabinet Office
Gateway Review process for the assurance of programmes and projects.
The business case for significant spending proposals is developed in three key stages as follows:
Stage 0 – Determining the strategic context for the project
Stage 1 – Scoping the scheme and preparing the Strategic Outline Case (SOC)
Stage 2 – Planning the scheme and preparing the Outline Business Case (OBC)
Stage 3 – Procuring the solution and preparing the Full Business Case (FBC)
Stage 4 – Implementation and monitoring throughout the project
Stage 5 – Evaluation and feedback
The Business Case Development Framework

For large and medium scale public sector spending proposals that are required to be procured
competitively in accordance with the appropriate procurement legislation, the above stages
involve 10 key steps, as described below.
The process is practical, because it is based on many years experience of successful delivery
across a wide range of public sector spending proposals.
The process is iterative, because as the business case develops earlier work is revisited to verify its
continued applicability.
The process is flexible, because the quality and quantity of supporting analysis can be tailored to
the size and complexity of the project under development.
The business case development stages and related Cabinet Office Gateway Review points are
as follows:

Chapter 3: The Business Case Development Process
Box: The business case development framework
Stage 0 – Determining the strategic context and undertaking the Strategic Assessment
Step 1: determining the strategic context
Gateway 0: strategic assessment
Stage 1 – Scoping the scheme and preparing the Strategic Outline Case (SOC)
Step 2: making the case for change
Step 3: exploring the preferred way forward
Gateway 1: business justification
Stage 2 – Planning the scheme and preparing the Outline Business Case (OBC)
Step 4: determining potential Value for Money (VfM)
Step 5: preparing for the potential Deal
Step 6: ascertaining affordability and funding requirement
Step 7: planning for successful delivery
Gateway 2: delivery strategy
Stage 3 – Procuring the solution and preparing the Full Business Case (FBC)
Step 8: procuring the VfM solution
Step 9: contracting for the Deal
Step 10: ensuring successful delivery
Gateway 3: investment decision
Stage 4 – Implementation and monitoring

Gateway 4: readiness for service

Gateway 5: operations review and benefits realisation
Stage 0 – Determining the strategic context and undertaking the Strategic

Assessment
This is the strategic planning phase of the spending proposal, which confirms that the project is
strategically aligned.
The purpose of this stage is to assess the strategic context for the project and to demonstrate
how it provides synergy and holistic fit with other programmes and projects within the strategic
portfolio in support of the organisation’s business strategy.
This stage aligns with Cabinet Office Gate Review point 0 (strategic assessment) and comprises
of the following business case development activity:
Step 1: determining the strategic context
Early indications that the project is still needed and approved in principle are:
¨¨ the successful completion of a Cabinet Office Project Validation Review for the scheme
¨¨ the existence of an up-to-date and approved organisational strategy and supporting

portfolio of which the project is a part
¨¨ the completion of feasibility and full studies
¨¨ the existence of an approved Programme Business Case, where the project is not stand-
alone and forms part of the programme.
Consideration should be given to the preparation of a Programme Business Case (if this has not
been prepared for the programme) of which the project forms an integral part.

Stage 1 – Scoping the scheme and preparing the Strategic Outline Case
(SOC)
This is the scoping phase for the project, which results in the production of the Strategic Outline
Case (SOC).
The purpose of this stage is to reaffirm the strategic context for the project, because this may
have changed if some time has elapsed since the strategic assessment was undertaken; to make
the case for change and to determine ‘the preferred way forward’.
Identifying the preferred way forward is achieved in two stages: first, by appraising a wide range
of possible options (‘the long-list’”) against the spending objectives and critical success factors
for the project; and second, by calculating the indicative Net present social values of a reduced
number of possible options (‘the short-list’) on the basis of a preliminary analysis of their costs
and benefits, including optimism bias for uncertainty.
This stage aligns with the Cabinet Office Gateway Review point 1 (business justification) and
comprises of the following business case development activities:
Step 2: making the case for change
Step 3: exploring the preferred way forward.
At the conclusion of the SOC, senior management and stakeholders will have a good
understanding of the robustness of the proposal and the future direction of travel, and the
business case across the five dimensions of the Five Case Model will have been completed as
illustrated below.
Stage 2 – Planning the scheme and preparing the Outline Business Case
(OBC)
This is the planning phase for the project, which results in the production of the Outline Business
Case (OBC).

The purpose of this stage is to revisit the options identified in the SOC, to identify the option
which optimises public value (‘the preferred option’) following more detailed appraisal; and to
set out the possible Deal while confirming affordability and putting in place the management
arrangements for the successful delivery of the project.
This stage aligns with the Cabinet Office Gateway Review point 2 (delivery strategy) and
Step 4: determining potential VfM
Step 5: preparing for the potential Deal
Step 6: ascertaining affordability and funding requirement
Step 7: planning for successful delivery
At conclusion of the OBC, senior management should be in position to consent to the

procurement phase of the project and the business case across the five dimensions of the Five
Case Model will have been completed as illustrated below.
Stage 3 – Procuring the solution and preparing the Full Business

Case (FBC)
This is the procurement phase for the project, which results in the Full Business Case (FBC),
following negotiations with potential service providers prior to the formal signing of the
contract(s).
The purpose of the FBC is to record the findings of the procurement phase and to identify the
option that offers the ‘most economically advantageous tender’ (MEAT) and best public value.
In addition, the FBC records the contractual arrangements, confirms affordability and puts in
place the agreed management arrangements for the delivery, monitoring and post-evaluation of
the project.
This stage aligns with the Cabinet Office Gateway Review point 3 (investment decision) and
Step 8: procuring the VfM solution.
Step 9: contracting for the Deal.
Step 10: planning for successful delivery.

At conclusion of the FBC, the development of the business case across the five dimensions of the
Five Case Model will have been completed as illustrated below.
The stages for the development of the business case have now been completed. The business
case continues to play an important role as follows.
Stage 4 – Implementation and monitoring

The business case should be used as a reference point for logging any material changes that are
required by the procuring authority or the service supplier in respect of services and products.
The management tools developed in support of the project business case should be used to
deliver and monitor progress and provide the basis for regular reports to the Project Board. This
includes use of the project implementation plan, and benefit and risk registers.
This stage of the project aligns with Cabinet Office Gateway Review point 4 (readiness
for service).

The business case and its supporting products should be used for post evaluation. This includes
the Project Implementation Review (PIR) for assessing how well the project was delivered and
lessons learnt, and the Post-evaluation Review (PER) for evaluating the extent to which the
anticipated benefits were delivered.
This stage of the project aligns with Cabinet Office Gateway Review point 5 (operations review
and benefits realisation).
Other interested parties

From a wider perspective, the project business case may also be of interest to Internal Audit, the
National Audit Office (NAO) and the general public under the Public Records and Freedom of
Information Acts.

Smaller Schemes and the Business Justification Case (BJC)

The Business Justification Case (BJC) is a ‘lighter’, single stage business case that is available for
the support of smaller, less expensive spending proposals that are not novel or contentious and
for which ‘firm’ prices are available from a pre-competed arrangement, including framework
contracts negotiated in accordance with EU/WTO rules and regulations.
Responsibility for producing the business case

The responsibility for developing the project and producing the business case must be
retained by the organisation and ‘owned’ by the senior responsible owner (SRO) in the case of
significant schemes.
External consultants provide invaluable assistance where the requisite skills and resources are
unavailable in- house, particularly with the facilitation of supporting workshops.
Business Case template

Templates are available for the development of the business case using the three-stage process
(SOC, OBC and FBC) and the single-stage process (BJC).
These may be found on the HM Treasury Green Book web pages at:
http://www.hm-treasury.gov.uk/d/greenbook- toolkittemplates170707.pdf.
In conclusion, the business case development process is a ‘thinking’ exercise which results in a
well scoped and planned project supported by a document that provides ‘the repository for the
evidence base’ in support of good decision making.
Preparing a business case must never be approached as a ‘writing’ exercise and a hurdle
to jump for approval purposes and its use should be considered regardless of the need for
external approval.

4
Determining the Strategic
Context and undertaking the
Strategic Assessment
Introduction
The purpose of the strategic assessment is to determine the strategic context for the project,
and how the project aligns with other projects and programmes within the organisation’s
business strategy.
A project begins most effectively when it is launched in the context of a clear business strategy,
which explains:
¨¨ Where we are now
¨¨ Where we want to be
¨¨ How we will get there
¨¨ How performance will be measured
All organisational strategies must be reviewed on a regular basis and in advance of a new
programme or project in order to verify continued fit and synergy with the organisation’s
overarching policies and other programmes and projects within the strategic portfolio.
Step 1: Determining the Strategic Context
Step 1 Determining the strategic context

Action 1 Ascertain strategic fit
Undertake a strategic assessment to confirm how the project:
¨¨ supports national, regional, local or organisational policies, initiatives and targets
¨¨ fits within the organisation’s business strategy and plans for the achievement of these
goals, and
¨¨ aligns with other projects and programmes in the organisation’s strategic portfolio.
Completing a strategic assessment provides the organisation and its key stakeholders with an
early opportunity to influence the direction, scope and content of the project and requires:
¨¨ a clear understanding of the critical path for the delivery of the programmes and projects
within the strategic portfolio: anticipated outcomes, outputs, milestones, timescales,
benefits and risks
¨¨ validating that the programmes and projects within the strategic portfolio are well
structured, organised and funded; and that the required governance, standards,
resources, competencies and capabilities are in place for successful delivery, and

Chapter 4: Determining the Strategic Context and undertaking the Strategic Assessment
¨¨ a detailed understanding of the business needs and service opportunities that the project
is seeking to address.
Related activities
Consideration should be given to the following activities at this stage:
¨¨ Undertaking a review of organisational policies and strategies and further research prior
to the commencement of the project, if this is required.
¨¨ The completion of a mandate and brief for the project, using a recognised project
management methodology.
¨¨ The completion of a Cabinet Office Risk Profile Assessment (RPA) for the intended project.
¨¨ A workshop for undertaking the strategic assessment, consisting of the senior responsible
owner (SRO), key stakeholders, members of the senior management team and other
personnel with the required business, technical and user input.
Consideration should be given to holding this workshop in conjunction with

Workshop 1 – the Case for Change.
¨¨ The completion of a Gateway Review 0 (Strategic Assessment), if the project is part of an

ongoing programme, to validate the findings of the Strategic Assessment undertaken by
the in-house team and workshop.
¨¨ The completion of a scoping document for the potential coverage and technical content
of the project business case - which can then be shared with the approving authority,
in order to make the most appropriate use of the guidance and assist early approval of
the programme.
The business case development process is scalable and the guidance should be used
proportionately.
Annex C provides a template for the Programme and Project Scoping Document
together with guidance on how the business case process may be tailored and
streamlined in certain circumstances.
Checklist for Step 1
There should now be a clear understanding of the strategic context for the project and how it fits with
other projects and programmes within the strategic portfolio to achieve organisational goals.
Senior management and key stakeholders should now have a high degree of confidence that the project
is required, deliverable and deserving of a supporting business case.

5
Scoping the proposal and
preparing the Strategic Outline
Case (SOC)
Introduction
Scoping the proposal and preparing the Strategic Outline Case (SOC) is the first stage in
developing the project business case for a significant scheme using the Five Case Model.
The purpose of the SOC is to establish the case for change and to provide a preferred way
forward for senior management’s approval prior to going onto the more detailed planning
stage.
Completing the strategic case section of the SOC requires the following:
Step 2: Making the case for change
Step 2 Making the case for change
Action 2 Agree the strategic context
Action 3 Determine the spending objectives, existing arrangements and business needs
Action 4 Determine the potential scope for the project
Action 5 Determine project benefits, risks, constraints and dependencies
A facilitated workshop is recommended for the completion of Step 2.
Action 2: Agree strategic context

Agree the strategic context for the project by providing an overview of the sponsoring
organisation and explaining how the project is strategically placed to contribute to the delivery
of organisational goals.
Draw on the findings of the strategic assessment for completion of this section of the business
case.
Organisation Overview
Provide a brief overview of the organisation.
This summary introduces the organisation to the reader of the business case and can assist
post-evaluation of the project at a later stage, because public sector organisations are often
reorganised and renamed before their projects deliver all of their outcomes.
The key areas to focus upon include:
¨¨ The purpose of the organisation, including its vision and mission statements, strategic
goals, business aims and key stakeholders.

Chapter 5: Scoping the proposal and preparing the Strategic Outline Case (SOC)
¨¨ The range of services presently being provided, including key customers, service levels,
current demand and annual turnover.
¨¨ The organisational structure, including staffing and governance arrangements.
¨¨ The organisation’s existing financial position, including funding streams and levels of
spend.
This information may be gleaned from existing documents, including annual reports. These
should be briefly summarised or attached to the Project Business Case.
Alignment to existing policies and strategies

Explain how the project supports the existing policies and strategies of the organisation and will
assist in achieving the business goals, strategic aims and business plans of the organisation.
This section should explain:
¨¨ all relevant international, national, regional, sector and local policies, initiatives and
targets, as required, and focus on those which are most relevant to the project
¨¨ how the organisation’s policies, strategies and work projects support these policies, as
required
¨¨ the relationship between the proposed project and other programmes and projects
within the organisation’s strategic portfolio, including relevant milestones and
timescales on the critical path for delivery.
Any linkages and interdependencies with another organisation’s projects and projects should be
explained, especially where the proposed project is intended to contribute to shared outcomes
across multiple organisations.
This information may be gleaned from existing documents, including organisational strategies
and business plans. These should be briefly summarised or attached to the Project Business Case.
Action 3: Determine spending objectives, existing arrangements and

business needs
A robust case for change requires a clear understanding of:
¨¨ What the organisation is seeking to achieve (the investment or spending objectives).
¨¨ What is currently happening (existing arrangements).
¨¨ What is required to close the gap between where we are now (existing arrangements)
and where we need to be in the future (business needs).
Analysing a proposal in this way helps to establish a compelling case for change based on
business needs, rather than the contention it is ‘a good thing to do’.

Determining spending objectives

Specify spending objectives for the project that focus on the rationale and drivers for further
intervention and the key outcomes and benefits we are seeking to achieve in support of the
organisation’s business strategy.
Setting robust spending or investment objectives is essential in terms of making a coherent case
for change. They describe clearly what the organisation is seeking to achieve in terms of targeted
outcomes and provide the basis for post evaluation. So the key question to answer is ‘“why are
we undertaking this project?’.
The project’s spending objectives should be:
¨¨ Aligned with the underlying policies, strategies and business plans of the organisation
and be bound by the strategic context for the project
¨¨ SMART – Specific, Measurable, Achievable, Relevant, and Time-constrained – to

facilitate options appraisal and post evaluation
¨¨ customer-focused and distinguishable from the means of provision, so focus is on

what needs to be achieved rather than the potential solution
¨¨ not be so narrowly defined as to preclude important options, nor so broadly defined as

to cause unrealistic options to be considered at the options appraisal stage
¨¨ focused on the vital outcomes, since a single or large number of objectives can
undermine the clarity and focus of the project.
The setting of clear, concise and meaningful SMART spending objectives is an iterative process
and will depend upon the nature and focus of the project.
The project’s spending objectives will typically address one or more of the following five generic
drivers for intervention and spend. These are:
¨¨ To improve the quality of public services in terms of the delivery of agreed outcomes
(effectiveness). For example, by meeting new policy changes and operational targets.
¨¨ To improve the delivery of public services in terms of outputs (efficiency). For

example, by improving the throughput of services whilst reducing unit costs.
¨¨ To reduce the cost of public services in terms of the required inputs (economy). For
example, through ‘invest to save’ schemes and spend on innovative technologies.
¨¨ To meet statutory, regulatory or organisational requirements and accepted best

practice (compliance). For example, new health and safety legislation or building
standards.
¨¨ To re-procure services in order to avert service failure (replacement). For example, at

the end of a service contract or when an enabling asset is no longer fit for purpose.
Procuring assets and infrastructure is rarely a spending objective in itself, because it is what the
organisation is seeking to achieve through the use of these resources in terms of identifiable and
measurable social, economic and environmental outcomes that constitute social value and Value
for Money for the related spend.

Determining existing arrangements

Set out the existing arrangements for the service explaining:
¨¨ how services are currently organised and provided to customers on behalf of

stakeholders
¨¨ the associated throughput and turnover, and existing cost
¨¨ current asset availability, utilisation and condition.
Providing a clear picture of the organisation’s current service model and existing arrangements
provides an evidential base against which to challenge current perceptions of what the
difficulties are, and the baseline from which to measure future improvements.
Any critique of the difficulties associated with existing arrangements should be provided in
conjunction with ‘business needs’ in order to avoid blurring the clarity of the evidential base.
Identifying business needs

Specify the organisation’s business needs in terms of the improvements and changes that are
required for the project to fulfil its agreed spending objectives.
This requires a clear understanding of the problems and difficulties associated with existing
arrangements and a clear understanding of the opportunities for bridging any existing or future
gaps in business operations and service provision.
Specifying the business needs and drivers for the project helps to identify the potential scope
for the project, and to ensure that it is predicated on operational needs rather than potential
benefits. This analysis should take service demand and capacity planning into consideration and
include:
¨¨ confirmation of the continued need for existing business operations with supporting
evidence
¨¨ projections of the nature and level of demand for future services, including customer
demographics and alternative sources of supply
A useful technique for framing this section of the project business case is to complete the
following template for each of the project’s spending objectives:
FIG:
Spending objective Outcome we are seeking to achieve
Existing arrangements Current situation
Business needs The opportunities and problems associated with the current situation – the service gap
Action 4: Determine potential business scope and key service

requirements
Identify the potential scope of the project in terms of the operational capabilities and service
changes required to satisfy the identified business needs.

Consider the range of business functions, areas and operations to be affected and the key
services required to improve organisational capability on a continuum of need, where:
¨¨ the ‘core’ coverage and services required represent the ‘essential’ changes without
which the project will not be judged a success
¨¨ the ‘desirable’ coverage and services required represent the ‘additional’ changes which
the project can potentially justify on a cost/benefit and thus Value for Money basis
¨¨ the ‘optional’ coverage and services required represent the ‘possible’ changes which
the project can potentially justify on a marginal low cost and affordability basis.
This will assist in avoiding ‘scope creep’ during the options appraisal stage of the project.
A table for the use of workshops and capturing this information is provided below.
Table:
Range Core Desirable Optional
Potential scope
Key service requirements
Action 5: Determine benefits, risks, constraints and dependencies

Identify the benefits, risks, constraints and dependencies in relation to the agreed scope and key
service requirements for the project.
This assists with the early appraisal of the options for delivery of the project and the preparation
of supporting economic appraisals.
Identifying the main benefits

Specify the main benefits of the project to be delivered by:
¨¨ Benefit category – type
¨¨ Beneficiary – to whom it will be of value
¨¨ Benefit class – how the benefit will be measured
The approach to benefits identification and measurement should be prudent, proportionate and
appropriate.
At this stage in the development of the project business case, focus on the 20% of the benefits
which are likely to provide 80% of the project’s benefit value.
Benefit category and beneficiary

The categorisation of benefits can be undertaken in different ways and depends upon the nature
and focus of the project.
Consider the spending objectives for the project and linking targeted outcomes from the project
to the beneficiaries ; because understanding to whom the benefits will be of value is the key to
identifying benefits and not confusing them with outcomes.

Benefits in the appraisal of social value

These are:
¨¨ Direct public sector benefits (to originating organisation):
¡¡ cash releasing benefits (CRB)
¡¡ monetisable non-cash releasing benefits (non-CRB)
¡¡ quantifiable but not readily monetisable benefits (QB)
¡¡ qualitative but not readily quantifiable benefits (Qual).
¨¨ Indirect public sector benefits (to other public sector organisation):
¡¡ cash releasing benefits (CR)
¡¡ quantifiable but not readily monetisable benefit (QB)
¡¡ qualitative but not readily quantifiable benefits (Qual).
¨¨ Wider benefits to UK society (e.g. households, individuals, businesses)
¡¡ monetisable, including cash benefits
¡¡ quantifiable but not readily monetisable benefits
¡¡ qualitative but not readily quantifiable benefits.
Examples of the different classes of benefits are:
Benefit Classification Example

Cash releasing (CRB) Reductions in operating cost
Increases in revenue stream
Non-cash releasing (non- CRB) Re-deployment of existing resources, including staff and infrastructure
onto other business
Improved efficiency
Quantifiable (QB) Improved social outcomes
Improved retention of trained staff
Customer satisfaction
Qualitative (Qual) Widening the cultural appreciation of school children
Capture your supporting analysis and assumptions in the preliminary benefits register for the
project (to be made more detailed later).
In principle, all benefits are measurable and monetisable. The issue is the extent to which it is
practical and proportionate to do so given the evidence base and associated costs. This should
be agreed between the project and the approving authority prior to preparing the project
business case. The scoping document should be used for this purpose.
Identify the main risks

Specify the main risks associated with the achievement of the project’s outcomes and the
proposed counter measures for mitigation and management.

Risk is the possibility of a ‘negative’ event occurring, adversely impacting on the project. At this
stage in the development of the project business case, focus on the 20% of the risks which are
likely to provide 80% of the project’s risk values.
Identifying, mitigating and managing the key risks is crucial to successful delivery, since the key
risks are likely to be that the project will not deliver its intended outcomes and benefits within
the anticipated timescales and spend.
Consider the following key categories of risk in relation to the scope of the project:
Risk categories Description

Business risks These risks remain with the organisation (100%), cannot be transferred
by the organisation and include political and reputational risks.
Service risks These associated risks fall within the design, build, financing and
operational phases of the project and may be shared with the others
from outside of the organisation.
External risks These non-systemic risks affect all society and are not connected directly
with the proposal. They are inherently unpredictable and random in
nature. They include technological disruption, legislation, general
inflation and catastrophic risks.
The extent to which it is necessary and prudent to provide indicative values for these risks
depends on the nature of the project and should be agreed between the project and the
approving authority prior to the commencement of the business case. The scoping document
should be used for this purpose.
Adopt a prudent and evidence-based approach and capture supporting analysis and
assumptions in a preliminary risk register for the project (to be made more detailed later).
Identify the constraints

Specify any constraints that have been placed on the project.
Constraints are the external conditions and agreed parameters within which the programme
must be delivered, over which the project has little or no control.
These can include policy decisions, ethical and legal considerations, rules and regulations, and
timescales within which the project must be delivered. Affordability constraints may include
agreed limits on capital and revenue spend.
Constraints on the project need to be managed from the outset, since they will constrain the
options that can be considered for project delivery.
Identifying the dependencies

Specify any dependencies outside the scope of the project upon which the ultimate success of
the project is dependent.
These should include:
¨¨ Inter-dependencies between other programmes and projects.
These are the dependencies that are external to the project but are still within the perimeters of
the organisation’s project and project management environment, and most likely linked to the
scope of another project or project within the strategic portfolio.
¨¨ External dependencies outside the project environment.

These are the dependencies that extend beyond the boundaries of all the projects into
other parts of the organisation or even other organisations. These dependencies are outside
the control of the project management environment; potentially in business operations,
partnering organisations and include external dynamics, such as legislation, strategic decisions
and approvals.
A useful technique for completing the strategic case section of the project business case is to
build upon the earlier recommended template for each spending objective (Step 2, Action 3) as
follows:
Spending objective Outcome we are seeking to achieve

Existing arrangement Current situation
Business need Opportunities and problems associated with the current situation
Potential scope and services What we need to put in place to address our needs
Potential benefits The anticipated benefits as a result
Potential risks The risks that might arise
Potential constraints The limitations we face
Potential dependencies The things that must be in place and/or managed elsewhere
Workshop 1 – Case for Change

At least one workshop is recommended for the completion of this section of the Project
Business Case, so that the key stakeholders are engaged earlier on, and can challenge and assist
in shaping the direction of the project. This may comprise more than one actual workshop
depending on need.
The purpose, objectives, key participants and outputs of this workshop are as follows:
Workshop 1 Determining the Case for Change

Objectives ¨¨ To identify and agree spending objectives, existing arrangements, business needs, and
potential scope for the project.
¨¨ To identify the key service requirements for the project, related benefits and risks,
constraints and inter-dependencies.
Key participants ¨¨ Senior Responsible Owner.
¨¨ Board Members.
¨¨ Project Director.
¨¨ Project Manager and team members.
¨¨ External stakeholders and commissioners.
¨¨ Customer and/or user representatives.
¨¨ Technical adviser(s).
¨¨ Financial adviser(s).
¨¨ Facilitator.
Outputs ¨¨ SMART spending objectives.
¨¨ Business needs and potential scope for the project.
¨¨ Key benefits and risks, constraints and dependencies.

There should now be a clear understanding of the project’s:
¨¨ spending objectives
¨¨ existing arrangements and related business needs
¨¨ potential scope and service requirements
¨¨ potential benefits, risks, constraints and dependencies
Output from Step 2
The strategic case section of the Strategic Outline Case (SOC) has been completed and must be kept
under review.
Step 3: Exploring the preferred way forward

The purpose of the economic case is to identify and appraise the options for the delivery of the
project and to recommend the option that is most likely to offer best Value for Money to society,
including wider social and environmental effects as well as economic value.
This is achieved in two steps: first, by identifying and appraising a wide range of realistic and
possible options (the long-list – Step 3); and second, by identifying and appraising a reduced
number of possible options in further detail (the short-list – Step 4).
It should be noted that the ‘preferred way forward’ for the project emerges from the appraisal
of the long-list (Step 3) and the ‘preferred option’ for the project from the appraisal of the
short-list (Step 4).
Completing the first stage of the economic case requires the following:
Step 3 Exploring the preferred way forward
Action 6 Agree critical success factors (CSFs)
Action 7 Determine long-list options and SWOT analysis
Action 8 Recommend a preferred way forward
A facilitated workshop is recommended for the completion of Step 3.
Action 6: Agree critical success factors for the project

Identify and agree the CSFs for the project.
These are the attributes essential for successful delivery of the project, against which the
initial assessment of the options for the delivery of the project will be appraised, alongside the
spending objectives.
The critical success factors for the project must be crucial, not merely desirable, and not set at a
level that could exclude important options at an early stage of identification and appraisal.

Table: A starting point for identifying and agreeing the critical success factors based
on the Five Case Model.
Key Critical Success
Broad Description
Factors
Strategic fit and How well the option:

business needs ¨¨ meets the agreed spending objectives, related business needs and service
requirements, and
¨¨ provides holistic fit and synergy with other strategies, programmes and projects.
Potential Value for How well the option:
Money ¨¨ optimises public value (social, economic and environmental), in terms of the
potential costs, benefits and risks.
Supplier capacity and How well the option:
capability ¨¨ matches the ability of potential suppliers to deliver the required services, and
¨¨ is likely to be attractive to the supply side.
Potential affordability How well the option:
¨¨ can be funded from available sources of finance, and
¨¨ aligns with sourcing constraints.
Potential achievability How well the option:
¨¨ is likely to be delivered given the organisation’s ability to respond to the changes
required, and
¨¨ matches the level of available skills required for successful delivery.
Action 7: Determine the long-list options and undertake SWOT analysis

Identify a wide range of possible options for achieving the project’s business needs, potential
scope and service requirements, and undertake an assessment of how well each option meets
the spending objectives and critical success factors agreed for the project.
Provide a full description of each option, together with an assessment of its Strengths,
Weaknesses, Opportunities and Threats (SWOT analysis) and a conclusion in terms of how well it
meets the spending objectives and critical success factors agreed for the project.
Identifying options
A wide range of realistic and possible options for the delivery of the project must be identified.
This is known as ‘the long-list’.
The long-list must include an option that provides the baseline for measuring improvement
and Value for Money. This option is known as ‘Business As Usual (BAU)’. It must also include
a realistic ‘do minimum’ based on the core functionality and essential requirements for the
project.
These options should be generated through facilitated workshops comprising of senior

managers and stakeholders (business input), customers (user input) and specialists (technical
input) amongst other interested parties, as required, – see Workshop 2.
Options may be ruled out for ethical, legal, financial or political reasons. In such cases, it is
important to ensure that these constraints have not been imposed artificially.
When identifying options for the project consider:

¨¨ researching existing reports and consulting widely with practitioners and experts
to gather the set of data and information relevant to the objectives and scope of
the problem
¨¨ analysing the data to understand significant dependencies, priorities, incentives and

other drivers
¨¨ identifying best practice solutions from the research, including international examples,
if appropriate
¨¨ the full range of issues likely to affect the spending objectives
¨¨ the full range of policy instruments or projects that may be used to meet the project’s
objectives. This may span different sorts or scales of intervention; regulatory (or
deregulatory) solutions may be compared with self-regulatory, spending or tax options
¨¨ radical options. These may not become part of the formal appraisal but can be helpful
to test the parameters of feasible solutions. Well-run brainstorming sessions can help
to generate such ideas
¨¨ undertaking a feasibility study
¨¨ use of the Options Framework in accordance with the HM Treasury Green Book.
The Options Framework

The Options Framework provides a structured approach to identifying and filtering a broad
range of options for delivering policies, strategies, programmes and projects (Flanagan JC
2006 refers).
This tool and technique has been used on a wide range of public sector schemes and has
proven useful in getting senior management, stakeholders and customers signed up to an
agreed preferred way forward early on in the scoping and planning stage in the development
of schemes.
The framework considers the creation of options as a series of choices to be made in sequence.
‘Why’ provides the rationale for intervention and the potential scope for change. Once the
potential scope for the scheme has been agreed, the next stage is to identify and appraise the
choices to be made in relation to the ‘what’, ‘where’, ‘how’, ‘who’, ‘when’ and ‘funding’.
The Options Framework identifies and filters these choices for the operational scope, service
solutions, service delivery vehicles, implementation timeframes and funding mechanism for
the project.
Key dimensions Description

Scope The ‘what’, in terms of the potential coverage of the project.
Potential scopes are driven by business needs, service requirements and the scale of
organisational change required to improve service capabilities.
Examples include coverage in terms of: business functions, levels of service, geography,
population, user base and other parts of the business.
Service solution The ‘how’ in terms of delivering the ‘preferred’ scope for the project.
Potential service solutions are driven by available technologies, recognised best practice
and what the market place can deliver.
These solutions provide the potential ‘products’ (inputs and outputs) and as such the
enabling work streams and key activities required.

Key dimensions Description

Service delivery The ‘who’ in terms of delivering the ‘preferred’ scope and service solution for the project.
Potential options for service delivery are driven by resources, competencies and
capabilities – both internal and external to the organisation.
Examples include: in-house provision, outsourcing, alliances and strategic partners.
Service The ‘when’ in terms of delivering the ‘preferred’ scope, solution and service delivery
implementation arrangements for the project.
Potential implementation options are driven by deadlines, milestones, dependencies
(between outputs), economies of scale, benefit realisation and risk management.
The optimal option provides the critical path for delivery of the agreed products and
activities and the basis for the project plan. Options for implementation include: piloting,
modular delivery, big bang and phasing (tranches).
Funding The ‘funding’ required for delivering the ‘preferred’ scope, solution, service delivery and
implementation path for the project.
Potential funding options are driven by the availability and opportunity cost of public
funding, Value for Money and the characteristics of the project.
Potential funding options include the public or private capital, the generation of
alternative revenue streams, operating and financial leases, and mixed market
arrangements.
Using the Options Framework to identify the long-list

The Options Framework should be used as follows:
1. Convene at least one workshop comprising of senior managers (business),

customers and stakeholders (users) and experts in relevant fields (technical) to be
facilitated by an experienced and trained practitioner
2. Confirm the spending objectives and potential scope for the project, as set
out in the strategic case section
3. Agree the critical success factors for the project
4. Identify potential ‘scopes’ for the coverage of the project, ranging from business
as usual (BAU), through to the ‘do minimum’, and ‘do maximum’ and intermediate
options.
These options focus on the scale of potential change required. To avoid ‘scope
creep’, they must not exceed the potential scope for the project as defined within the
strategic case section: if they do, the ‘case for change’ requires revisiting and updating.
The ‘do minimum’ scope must be a realistic option that meets the ‘core’ scope and
essential business needs of the project. The do maximum is predicated on meeting
the full scope of the project and all needs. The intermediate options focus on key
differences in relation to the desirable and optional scopes for the project.
Be pragmatic: scoping options discounted for delivery in the short to medium terms
may be retained in the strategic portfolio for delivery in the longer term.
i. Subject each option to SWOT analysis – noting advantages and disadvantages

and how well it meets the agreed spending objectives and CSFs.
ii. Discount unrealistic options. Carry forward (C/F) possible options, including the
BAU and ‘do minimum’ scopes.
iii. Identify the preferred way forward (PWF) – the scope which is considered most
likely to optimise public value.

Project scopes that are more ambitious than the ‘do minimum’ must be justified on their
potential for optimising benefits in relation to costs.
Consider numbering the options and colour coding the results.
A short case study has been prepared to illustrate the use of the Options Framework for filtering
choices – please note that this is not exhaustive.
Case study: for a highways project in a developing country where the spending objective is to
improve the road infrastructure in order to stimulate economic development and growth.
The workshop identified options for the potential scope and coverage of the project by the
number of major cities which could benefit and appraised them as follows:
Project Business As Do Minimum Intermediate Intermediate Do Maximum

Usual (BAU) Option Option
1.Service scope 1.0 All Cities 1.1 Linking Cities 1.2. Linking Cities 1.3 Linking 1.4 Linking All
– as outlined in A and B A, B and C Cities A, B, C Cities, A, B, C,
strategic case and D D and E
Carried Carried forward Preferred Way Carried forward Discounted
forward Forward
5. Identify potential ‘solutions’ for delivering the project’s preferred way forward for
potential scope, ranging from the BAU through to the ‘do minimum’, ‘do maximum’
and intermediate options.
These options focus on the products, inputs and outputs, which make up the
final deliverable.
6. The ‘do minimum’ solution must be a realistic option that meets the ‘core’
requirements and essential business needs of the project. The ‘do maximum’ solution
must not exceed the agreed scope for the project as agreed within the strategic case
section (which must be revisited if it does). Limit intermediate options to those that
have key differences in relation to their desirable and optional outputs and activities.
Be innovative and think in terms of what other organisations have achieved, what is
likely to work, and what is available in the market place.
i. Subject each option to SWOT analysis – noting advantages and disadvantages

BAU and ‘do minimum’ scopes.
iii. Identify the preferred way forward (PWF) – the ‘solution’ which is considered
most likely to optimise public value.
Project ‘solutions’ that are more ambitious than the ‘do minimum’ must be justified on their
potential for delivering additional value.

Case study: the workshop identified options for improving the road network between three
major cities (the preferred scope) and appraised them as follows:

2. Service 2.0 Current 2.1 Core: 2.2 Core & 2.3 Core & 2.4 Core,
Solution – in services: Desirable: Desirable: Desirable &
Refurbish existing
relation to the Optional:
For road highways. Combination of Completely new
preferred scope
maintenance refurbish & new highways. New highway
etc. highways. & facilities.
Carried Carried forward Preferred Way Carried forward Discount
forward Forward
7. Identify potential options for ‘service delivery’ of the project’s preferred way
forward in relation to potential scope and service solution.
These options focus on the delivery of the outputs, activities and potential
projects required.
In this instance, the ‘do minimum’, intermediate, and ‘do maximum’ choices relate to
the varying levels and degrees of “ambition” for service delivery, so a ‘do maximum’ is
not necessarily required.
Be innovative and challenge whether the organisation is currently sourcing and

delivering the services it provides in the most efficient and cost effective way.
i. Subject each option for service delivery to SWOT analysis – noting advantages and
disadvantages and how well it meets the agreed spending objectives and CSFs.
BAU and ‘do minimum’ solutions.
iii. Identify the preferred way forward (PWF) – the method of ‘service delivery’ which
is likely to provide the optimal outcome in terms of project and operational
delivery.
Project solutions that are more ambitious than the ‘do minimum’ must be justified on their
potential for delivering additional value.
Case study: the workshop identified service delivery options for refurbishing, maintaining and
building new roads between three major cities and appraised them as follows:

3. Service 3.0 Current 3.1 Local 3.2 National 3.3 International
Delivery – in arrangements. Contractor. Contractor. Contractor.
relation to
Carried Discount Carried forward Preferred Way
preferred scope
forward Forward
and solution
8. Identify potential options for ‘implementation’ of the project’s preferred scope,

service solution and method of service delivery.
These options focus on the sizing, sequencing and phasing of the potential
products required.

the varying levels and degrees of “ambition” for implementation, so a ‘do maximum’
does not necessarily apply.
–– Create work streams that provide synergies, holistic fit and sufficient critical mass
for delivering economies of scale and size accordingly.
–– Focus on the critical path for the modular delivery of the required products and
sequence accordingly.
–– Design the project to optimise benefits delivery whilst managing the risks and
phase accordingly.
i. Subject each implementation option for the sizing, sequencing and phasing of
the potential project to SWOT analysis – noting advantages and disadvantages
ii. Discount unrealistic options for implementation. Carry forward (C/F) possible
options, including the BAU and ‘do minimum’ options.
iii. Identify the preferred way forward (PWF) – the approach to the sizing, sequencing
and phasing of potential projects that is most likely to deliver successful outputs
and outcomes.
Case study: the workshop identified options for the implementing improvements to the road
network between three major cities using an international contractor and appraised them as
follows:
Project Business As Do Minimum Intermediate Intermediate Do

Usual (BAU) Option Option Maximum
4.Implementation 4.1 Phased over 4.2 Phased over 2 4.3 Big bang
– in relation to 3 years. years. over 1 year.
preferred scope,
Carried forward Preferred Way Discount
solution and method
Forward
of service delivery
9. Identify possible ‘funding options’ for resourcing of the project’s preferred scope,
solution, method of service delivery and implementation.
These options should consider innovative sourcing of finance and funding

streams for the project, in addition to traditional sources of capital and
revenue.
the varying levels and degrees of ‘ambition’ for funding the service.
i. Subject each funding option for the delivery of the project to SWOT analysis –
noting advantages and disadvantages and how well it meets the agreed spending
objectives and CSFs.
ii. Discount unrealistic options for funding. Carry forward (C/F) possible options.
iii. Identify the preferred way forward (PWF) – the funding option that is most likely
to meet the requirements of the project, to optimise Value for Money and be
affordable.

Case study: the workshop identified a mix of options for a service improvement project where
potential projects and activities could be funded in their design, build and operational phases
through a number of sources.

5.Funding – in 5.1. Public 5.2 Mixed public 5.3 Private 5.4 Private
relation to preferred funding. & private funding. finance – finance –
scope, solution, annual service toll on new
method of service charge. roads.
delivery and
Discount Preferred Way Discount Discount
implementation
Forward
The Options Framework is a useful tool, because in this simplified case study for a service
improvement project over twenty main options have been considered – for scope, solution,
service delivery, implementation and funding – and indirectly over a thousand possible
combinations of different options.
Use of the Options Framework also provides senior management with a single page summary of
the options that have been considered.
BOX: SUMMARY OF THE LONG-LIST USING THE OPTIONS FRAMEWORK.

1.Service scope 1.0 All Cities. 1.1Linking Cities 1.2. Linking Cities 1.3 Linking 1.4 Linking All
– as outlined in A and B. A, B and C. Cities A, B, C Cities, A, B, C,
strategic case and D. D and E.
Carried Carried forward Preferred Way Carried forward Discounted
forward Forward
2. Service 2.0 Current 2.1 Core: 2.2 Core & 2.3 Core & 2.4 Core,
Solution – in services: Desirable: Desirable: Desirable and
Refurbish existing
relation to the Optional:
for road highways. Combination of Completely new
preferred scope
maintenance refurbish & new highways. New highway
etc. highways. & facilities.
Carried Carried forward Preferred Way Carried forward Discount
forward Forward
3. Service Delivery 3.0 Current 3.1 Local 3.2 National 3.3
– in relation to arrangements. Contractor. Contractor. International
preferred scope and Contractor.
solution
Carried Discount Carried forward Preferred Way
forward Forward
4.Implementation 4.1 Phased over 3 4.2 Phased over 2 4.3 Big bang
– in relation to years. years. over 1 year.
preferred scope,
Carried forward Preferred Way Discount
solution and
Forward
method of service
delivery
5.Funding – in 5.1.Public 5.2 Mixed public 5.3 Private 5.4 Private
relation to preferred funding. and private finance – service finance – toll.
scope, solution, funding. charge.
method of service
Discount Preferred Way Discount Discount
delivery and
Forward
implementation

Drafting the long-list

Consider using the following headings for recording the relevant details and facts in relation to
the appraisal of the long-listed options in the Project Business Case
Heading Rationale
Description Full details of the option under consideration with reference to a category of choice
within the Options Framework.
Main advantages Strengths and opportunities in terms of the critical success factors
Main disadvantages Weaknesses and threats in terms of the critical success factors.
Conclusions Overall assessment of how well the option meets the project spending objectives and
critical success factors and whether it is the preferred way forward, should be carried
forward or discounted in respect of the short-list.
Action 8: Recommend a preferred way forward

Identify the preferred way forward for the project – scope, solution, service delivery,
implementation and funding – together with the shortlist, against which the preferred way
forward will be appraised.
Note: the preferred way forward is NOT the preferred option at this stage. The preferred option
is identified from the appraisal of the shortlisted options.
Shortlisted options
The Project Business Case should identify a minimum of four shortlisted options for further
appraisal. These should include:
¨¨ Business As Usual (BAU) – the benchmark for Value for Money
¨¨ ‘do minimum’ – a realistic way forward that also acts as a further benchmark for Value
for Money, in terms of cost justifying further intervention
¨¨ ‘recommended’ - the preferred way forward at this stage
¨¨ one or more other possible options based on realistic ‘more ambitious’ and ‘less
ambitious’ choices that were not discounted at the long-list stage
Care must be taken to avoid ‘rigging’ and ‘retro-fitting’ options that have been pre-determined.
The project should seek guidance from its reviewers if it finds itself in this position.
Using the Options Framework to filter the short-list

The Options Framework can be used to filter the options considered at the long -list stage to
generate the potential short-list for the project, as illustrated below.
Case Study: the options workshop for the service improvement project generated the following
short-list of options on the basis of the summary of the long-list using the Options Framework
for further consideration and appraisal.

The box below uses the numbering in the case study box shown above “Summary Of The Long
List Using the Options Framework” to map option choices into a summary of the shortlist
identified in the case study.
Options Business As Do Minimum Preferred Way Less ambitious More

Usual (BAU) Forward (PWF) PWF ambitious
PWF
Project scope 1.0 1.1 1.2 1.2 1.3
Project solution 2.0 2.1 2.2 2.2 2.3
Service delivery 3.0 3.0 3.3 3.2 3.3
Project N/A 4.1 4.2 4.1 4.2
implementation
Project funding N/A 5.2 5.2 5.2 5.2
Drafting the short-list

The shortlisted options should be described and a further assessment of their strengths,
weaknesses, opportunities and threats undertaken, as required.
The format used for drafting the long-list can be used for this purpose – see Action 7.
A summary of the shortlisted options can usefully be provided and colour coded as follows:
FIG: SUMMARY ASSESSMENT OF OPTIONS

Reference to: Option … Option… Other Options… Option
Description of option: Business As Usual Do Minimum Intermediate Maximum
(BAU)
Spending objectives
1. x ?
2. x ?
3. x ?
4. ? ?
5. x ?
Critical success factors
Business need x ?
Strategic fit x X
Benefits optimisation x ? ?
Potential achievability ? ?
Supply-side capacity and ?
capability
Potential affordability x ? X
Summary Discounted Possible Preferred Discounted
Indicative costs
Indicative costs and benefits for each of the above shortlisted options should be provided to test
the affordability of the project before more detailed appraisal takes place.

The costs should include some allowance for ‘optimism bias’ and the ‘cost of risk’, and
together with the benefits be discounted to provide indicative net present social values for the
shortlisted options.
Optimism bias
Within both the public and private sectors, there is a demonstrated and systematic tendency for
project appraisers to be optimistic. This is a worldwide phenomenon, whereby appraisers tend
to overstate benefits, and understate timings and costs, both capital and operational.
To redress this tendency, appraisers are now required to make explicit adjustments for this bias.
These will take the form of increasing estimates of the costs and decreasing and delaying the
receipt of estimated benefits. Sensitivity analysis should be used to test assumptions about
operating costs and expected benefits.
Adjusting for optimism provides a better estimate earlier on of key project parameters. Enforcing
these adjustments for optimism bias is designed to complement, rather than replace, existing
good practice in terms of calculating project specific risk. It is also designed to encourage more
accurate costing. Adjustments for optimism bias may be reduced accordingly as more reliable
estimates of relevant costs are built up and project specific risk work is undertaken.
Adjustments should be empirically based – for example, using data from past projects or similar
projects elsewhere, and adjusted for the unique characteristics of the project. Where sufficient
data are not available within the organisation, generic optimism values are available (see below)
and should be used in the absence of more specific evidence. Departmental guidance may also
be available and should be referred to at this stage.
Guidance for generic projects

The definitions of project types are as follows:
¨¨ standard building projects – these involve the construction of buildings which

do not require special design considerations (i.e. most accommodation projects –
for example, offices, living accommodation, general hospitals, prisons, and airport
terminal buildings)
¨¨ non-standard building projects – these involve the construction of buildings

requiring special design considerations due to space constraints, complicated site
characteristics, specialist innovative buildings or unusual output specifications (i.e.
specialist/innovative buildings – for example, specialist hospitals, innovative prisons,
high technology facilities and other unique buildings or refurbishment projects)
¨¨ standard civil engineering projects – these involve the construction of facilities, in

addition to buildings not requiring special design considerations – for example, most
new roads and some utility projects
¨¨ non-standard civil engineering projects – these involve the construction of

facilities, in addition to buildings requiring special design considerations due to space
constraints or unusual output specifications – for example, innovative rail, road, utility
projects, or upgrade and extension projects
¨¨ equipment and development projects – these are concerned with the provision
of equipment and/or development of software and systems (i.e. manufactured
equipment, information and communication technology development projects or
leading edge projects)

¨¨ outsourcing projects – these are concerned with the provision of hard and soft
facilities management services – for example, information and communication
technology services, facilities management and maintenance projects.
Applying adjustments for optimism bias

The table below provides adjustment percentages for these generic project categories that
should be used in the absence of more robust evidence. It has been prepared from the results of
a study by Mott MacDonald into the size and causes of cost and time overruns in past projects.
Optimism Bias (%)
Works Duration Capital Expenditure
Project Type Upper Lower Upper Lower

Standard buildings 4 1 24 2
Non-standard buildings 39 2 51 4
Standard civil engineering 20 1 44 3
Non-standard civil engineering 25 3 66 6
Equipment/development 54 10 200 10
Outsourcing n/a n/a 41* 0*
*
Optimism bias for outsourcing projects is measured for operating expenditure.
Recommended steps
Apply the steps set out below to derive the appropriate adjustment factor to use for their
projects:
¨¨ 1 – decide which project type to use
Careful consideration needs to be given to the characteristics of a project within the

project portfolio when determining its project type. A project is considered ‘non-
standard’ if it is innovative; has mostly unique characteristics; and construction involves
a high degree of complexity and/or difficulty.
A programme or project which includes several project types (for example, an element
of standard building, non-standard building, standard civil engineering, outsourcing
and equipment/development) should be considered as a ‘project’ with five ‘projects’
for assessment purposes.
¨¨ 2 – always start with the upper limit
Use the appropriate upper bound value for optimism bias (see above table) as the
starting value for calculating the level of optimism bias.
¨¨ 3 – consider whether the optimism bias factor can be reduced
Reduce the upper bound level for optimism bias according to the extent to which the
contributory factors have been managed.
The extent to which these contributory factors are mitigated can be reflected in a
mitigation factor. The mitigation factor has a value between 0.0 and 1.0. Where 0.0
means that contributory factors are not mitigated at all, 1.0 means all contributory
factors in a particular area are fully mitigated and values between 0.0 and 1.0
represent partial mitigation.

Optimism bias should be reduced in proportion to the amount that each factor has
been mitigated. Ideally, the optimism bias for a project should be reduced to its lower
bound before contract award. This assumes that the cost of mitigation is less than the
cost of managing any residual risks.
¨¨ 4 – apply the optimism bias factor
The present value of the capital costs should be multiplied by the optimism bias
factor. The result should then be added to the total net present social cost (or NPSC)
to provide the base case. The base case, as defined in the Green Book, is the best
estimate of how much a proposal will cost in economic terms, allowing for risk and
optimism.
¨¨ 5 – review the optimism bias adjustment
Clear and tangible evidence of the mitigation of contributory factors must be observed,
and should be verified independently, before reductions in optimism bias are made.
Procedures for this include the Gateway Review process.
Following this guidance will provide an optimism bias adjustment that can be used to provide a
better estimate of the base case.
Workshop 2 – Identifying and assessing the options

At least one workshop is recommended for the completion of this section of the Project Business
Case, so as to ensure that the key stakeholders are engaged earlier on, and can challenge and
assist to shape the direction of the project.
The purpose, objectives, key participants and outputs of this workshop stage are as follows:
Workshop 2 Identifying and assessing the Options

Objectives ¨¨ To identify the Critical Success Factors.
¨¨ To identify and appraise the long-list options.
¨¨ To identify and provide initial appraisal of the short-listed options.
¨¨ To identify the potential costs, benefits and risks associated with the short-listed
options.
Key participants ¨¨ External stakeholders or commissioners.
¨¨ Director of Finance.
¨¨ Commercial Director.
¨¨ Economic adviser.
¨¨ Project manager.
¨¨ Facilitator.
Outputs ¨¨ Appraisal of the long-list.
¨¨ Short-listed options with preliminary assessment.
¨¨ Information and data for economic appraisal of the short listed option.
Multi-Criteria Decision Analysis (MCDA)

A form of multi-criteria decision analysis, making use of a professionally trained facilitator, using
swing weighting to guide a team of expert representatives and stakeholders, MCDA can be
useful for considering certain options at the long-list stage. This kind of objective, consultative
weighting and scoring should only be undertaken by experts and will require several long
meetings, if undertaken to the required standards.

Referencing the Commercial, Financial and Management Cases

Complete the SOC by providing an overview of the commercial, financial and management
arrangements for the successful delivery of the project.
This should include:
Commercial case:
¨¨ an assessment of the ability of the market place to provide the required goods and
services
¨¨ the attractiveness of any future Deal to potential service providers, including some
analysis of risk apportionment and supporting charging mechanisms
¨¨ reference to the commercial strategy of the organisation for maximising public value
through economies of scale and collaborative procurements.
Financial case:
¨¨ a statement of the organisation’s financial situation
¨¨ resources available for the project, including assessment of the resource holder’s ability
to provide support
¨¨ any capital and revenue constraints
¨¨ statements of support, in principle, from the stakeholders.
Management case:
¨¨ who is involved in the project, both inside and outside of the organisation, including
users, commissioners and other key stakeholders
¨¨ achievability of the project, taking into account the organisation’s readiness and
resources
¨¨ how the project is to be managed
¨¨ nature of work needed to develop management proposals.
¨¨ Critical Success Factors (CSFs)
¨¨ a wide range of possible options (the long-list) that has been subjected to SWOT analysis
¨¨ a preferred way forward for the delivery of the scheme
¨¨ a recommended shortlist of three to four options, including the BAU and ‘do minimum’ options,
with indicative present costs
¨¨ an overview of the financial, commercial and management cases for the scheme.

Outcome of Stage 1 and the preparation of the SOC
The SOC has now been completed for the approval of senior management and the approving authority.
A Gateway Review 1 (business justification) should be considered prior to formal submission. This will
provide assurance to senior management, stakeholders and the approving authority that the project can
be successfully delivered.
Management considerations include:
¨¨ approving the SOC and agreeing to the next stage: the development of the OBC
¨¨ modifying the scope of the project and including further options
¨¨ undertaking a pilot exercise to test key assumptions
¨¨ postponing or abandoning the project, because it is considered either too high risk, too
expensive or too ambitious.

6
Planning the scheme and
preparing the Outline Business
Case (OBC)
Introduction
The purpose of the Outline Business Case (OBC) is to:
¨¨ identify the investment option which optimises Value for Money (VfM)
¨¨ prepare the scheme for procurement
¨¨ put in place the necessary funding and management arrangements for the successful
delivery of the scheme.
Step 4: Determining potential Value for Money (VfM)

This next step in the development of the economic case appraises the social, environmental
and economic costs, benefits and risks for the short-listed options and identifies the preferred
option: the option most likely to offer the best social value for delivery of the project.
Whilst bringing together a variety of information on costs, benefits and risks to aid decision
making, option appraisal should not be seen as unequivocally providing the ‘right’ answer. The
goal is ‘optimal’: we are seeking to identify the option which best balances the expected costs in
relation to the benefits and risks.
The main actions in this step are:
Step 4 Determining potential VfM
Action 9 Revisit the Strategic Outline Case (SOC) and confirm the short-list
Action 10 Prepare the economic appraisals for short-list options
Action 11 Undertake benefits appraisal
Action 12 Undertake risk appraisal
Action 13 Select preferred option and undertake sensitivity analysis
At least one facilitated workshop is recommended for the completion of Step 4.
Action 9 – Revisit the SOC and determine the short-list

Revisit and review:
¨¨ the case for change in the strategic case section of the SOC
¨¨ the options appraised in the economic case section of the SOC.

Chapter 6: Planning the scheme and preparing the Outline Business Case (OBC)
Revisiting the strategic case

The case for change must be reviewed, because:
¨¨ management approval of the SOC may have been conditional on some changes and
adjustments to the project
¨¨ the early opportunity for the organisation and its key stakeholders to consider the
project may have influenced its direction
¨¨ some time may have elapsed between SOC approval and commencement of the OBC
¨¨ elements of the project may have changed.
Confirm the case for change and record any material changes in the opening section to the
strategic case in the OBC.
Reviewing the economic case

Revisit and refine the efficacy of the preferred way forward and other options in the short-
list, because more detailed information of the associated inputs, outputs and activities will be
required for preparing the economic appraisals.
Review and test the recommended short-list against the following ‘long-list to short-list’ criteria:
¨¨ Do any of the options fail to deliver the spending objectives and CSFs for the project?
¨¨ Do any of the options appear unlikely to deliver sufficient benefits, bearing in mind
that the intention is to deliver a positive Net Present Social Value (NPSV)?
¨¨ Are any options clearly impractical or unfeasible – for example, the technology or land
are unavailable?
¨¨ Is any option clearly inferior to another, because it has greater costs and lower
benefits?
¨¨ Do any of the options violate any of the constraints – for example, are any clearly
unaffordable?
¨¨ Are any of the options sufficiently similar to allow a single representative option to be
selected for detailed analysis?
¨¨ Are any of the options clearly too risky?
This action will help to avoid wasted effort while preparing the economic appraisals in support
of short-listed options. It should be undertaken in a structured way with the results recorded
Action 10 – Prepare the economic appraisals for shortlisted options

Calculate the discounted costs and benefits for the short-listed options and record the
discounted values and Benefit/Cost Ratios (BCRs) for each option.
Estimating the costs and benefits for the economic appraisals

This section provides guidance on:
¨¨ HM Treasury Green Book principles
¨¨ the key differences between economic and financial appraisals

¨¨ relevant costs to include in the economic appraisals
¨¨ estimating benefits for the economic appraisals
¨¨ adjusting estimates of costs and benefits.
HM Treasury Green Book principles

The Treasury Green Book sets out rules that must be followed for the treatment of costs and
benefits. These are that:
¨¨ the relevant costs and benefits to society of all the (shortlisted) options should be
valued and the net benefit and costs calculated. ‘Relevant’ in this instance means all
those costs and benefits that can be affected by the decision at hand
¨¨ costs and benefits should cover the useful lifetime of the assets; or the contractual
period for the purchase of the service outputs and outcomes
¨¨ the costs and benefits should be based on resource costs and reflect the best
alternative uses (the ‘opportunity cost’) that the goods, assets and services could be
put to
¨¨ the wider social and environmental costs – for which there is no market price – should
also be taken into account
¨¨ the sources and assumptions underlying each cost and benefit line in the economic
appraisals must be explained in full within an accompanying appendix
¨¨ the costs and benefits must be base year. The base year is defined as ‘year 0’ and must
be at real relative prices the same for all options .
Economic and financial appraisals

Practitioners can confuse the appraisals of the economic case with those of the financial case.
An explanation of the key differences is provided below.
Economic appraisals focus on public value from the perspective of society and take into account
all social, economic, environmental costs and all effects on public welfare. Financial appraisals
focus on affordability from the perspective of the public purse, often expressed in terms of the
public funding the project.
The key differences can be summarised as follows:
Economic Appraisals Financial Appraisals
Focus: Focus:
¨¨ Net Present Social Value (NPSV) for money. ¨¨ Funding and affordability – cash flow and stock.
Coverage: Coverage:
¨¨ UK Society as a whole and distributional analysis ¨¨ Relevant public organisation(s) budget.
where relevant.
Relevant standards: Relevant standards:

¨¨ HM Treasury Green Book and supplementary ¨¨ Public sector accounting rules and standing orders.
guidance
¨¨ discount rate applied.

Analysis: Analysis:
¨¨ real (relative base year) prices ¨¨ current (nominal) prices
¨¨ use of opportunity costs ¨¨ benefits – cash releasing only
¨¨ includes quantifiable welfare costs and benefits to ¨¨ includes capital and revenue costs
society ¨¨ includes transfer payments (for example, VAT)
¨¨ includes environmental costs ¨¨ includes inflation.
¨¨ excludes Exchequer ‘transfer’ payments – for
example, VAT
¨¨ excludes general inflation
¨¨ excludes sunk costs
¨¨ excludes depreciation, impairment and capital
charges.
Relevant costs for the economic appraisals

The costs should be appraised from the standpoint of UK society, which includes two main
categories:
¨¨ Public Sector costs – those falling to the spending organisation (Direct Costs) and
those falling to other parts of the public sector (Indirect Costs).
¨¨ Wider Social costs – those other indirect costs falling to other sectors, including the
private sector.
The following provides an overview of the costs that should be included in the economic
appraisals. All are expressed in terms of real resource costs excluding VAT and any similar
tax effects:
¨¨ Capital costs. These include the opportunity cost of existing assets such as buildings
and land and can broadly be broken down into: land and property; construction and
refurbishment costs; professional fees; equipment (furniture, fittings, lighting and
wiring); technology and maintenance costs.
Assets may require replacement, refurbishment or upgrading over the lifetime of the
appraisal period. These ‘life-cycle’ costs should also be included as part of the whole
life costs. The assumed maintenance policy on which costs are based must be explicitly
and transparently set out and applied appropriately to all options.
¨¨ Revenue costs. These are the operational, running, management and overhead costs
that it should not be assumed will remain unchanged over time.
The assessment of revenue costs must:
¡¡ distinguish and explain clearly the differences between alternative maintenance

options;
¡¡ include all the running costs, e.g. utility bills;
¡¡ explain the underlying assumptions, e.g. in service performance, efficiency savings

and real cost trends.
¨¨ Fixed, variable, semi-variable and step costs. These costs must be separately
identified within the economic appraisals and their relationships explained:
¡¡ fixed costs are constant over time; e.g. the overhead costs of fixed capital assets

¡¡ variable costs vary according to the volume of activity, e.g. training costs and
network usage
¡¡ semi-variable costs include both fixed and variable components, e.g. a combination
of fixed maintenance contract costs and variable call-out charges, and,
¡¡ step costs for a pre-determined level of activity that eventually rise by a given
amount – for example, the need for a new call centre after a certain volume of calls.
¨¨ Opportunity costs. These must be explored in full. In relation to land, buildings and
manpower, they should be assessed against the most valuable alternative use rather
than current use. Full Time Equivalents (FTE) costs should be used to estimate the costs
of employees’ time to the employer and must include all employment costs in addition
to basic pay – for example, pensions, national insurance and allowances etc.
¨¨ Sunk costs. These are amounts that have already been spent and cannot be
recovered. They should be noted in the case and excluded from the economic
appraisals.
¨¨ Full economic costs. The full costs (direct, indirect and attributable) of each option,
rather than its net cost in relation to a baseline must be shown. This means ‘bottom
up’ costing, which provides a better understanding of the cost differences between
options and is more transparent.
¨¨ Attributable costs. These include the opportunity cost of staff time spent in relation
to the implementation of the proposal. These costs are likely to be significant in
relation to business change and business re-engineering projects.
¨¨ Organisational development. These costs can form a significant proportion of the

overall costs and should not be underestimated, because if insufficient resources are
allocated to developing staff and changing working practices, the full benefits of the
project will not be achieved.
¨¨ Avoided costs. These should be included as a cost in the BAU option and not as a
benefit in the other options.
¨¨ Inflation. Some cash flows may be significantly out of line with general inflation. In
such cases, the differential should be reflected in the economic appraisals.
¨¨ Contingent liabilities. Commitments to future expenditure if certain events occur

should be included in the economic appraisals. For example, the cancellation costs for
which a public sector body may be liable if it prematurely cancels a contract. Note that
although redundancy costs are transfer payments, they can occasionally fall into this
category. In such cases, the advice of an economist should be sought on measuring
the wider social and economic consequences of these payments.
Estimating benefits for the economic appraisals

The purpose of valuing benefits is to ascertain whether an option’s benefits are worth its costs,
and to allow alternative options to be compared in terms of their net social value.
Every effort should be made to value the benefits of different options, building on the project
benefits identified earlier.

The approach to benefits measurement should be prudent, proportionate, and appropriate.

Prudent, in terms of avoiding claiming for benefits that cannot be measured or assessed in any
realistic way, because there is no real evidence base; proportionate, in terms of the resources
required to cost justify the project; and appropriate, in terms of the anticipated scope and spend
of the project.
The benefits for the project must be appraised from the standpoint of UK society as follows:
¨¨ Direct public sector benefits (to originating organisation):
¡¡ quantifiable but not readily monetisable benefits (QB)
¡¡ qualitative but not readily quantifiable benefits (Qual)
¨¨ Indirect public sector benefits (to other public sector organisation):
¡¡ quantifiable but not readily monetisable benefit (QB)
¡¡ qualitative but not readily quantifiable benefits (Qual)
¨¨ Wider benefits to UK society (e.g. households, individuals, businesses)
¡¡ monetisable, including cash benefits
¡¡ quantifiable but not readily monetisable benefits
¡¡ qualitative but not readily quantifiable benefits
All the benefits – cash releasing and non-cash releasing – should be accounted for in the
economic appraisals to derive the NPSV for the project.
Any costs associated with benefits delivery should be taken into account. A cost is a predictable
negative effect of the proposal and is the measurable reduction resulting from an outcome
perceived as negative by one or more stakeholders, which detracts from one or more
organisational objectives. For example, an electronic prescription service while allowing GPs to
print fewer prescription forms, might, in practice, require pharmacists to print more forms and
increase their costs.
The cost of mitigating significant risks should be identified to ascertain whether it is a price
worth paying.
Real or estimated market prices

Market prices, real or estimated, are the prime reference for the valuation of benefits. Where
valuing at market prices is not possible, values based on welfare economics, as recommended
by the HM Treasury Green Book, are the way in which public welfare values are calculated
and include:
¨¨ stated preference, which has two forms: willingness to pay and willingness to
accept (i.e. estimation of a price by means of carefully constructed questionnaires
and interviews to indicate how much people are prepared to pay for a thing or how

much they would pay to avoid it; for example, improved access to services or to avoid
undesirable outcomes), and
¨¨ revealed preference approach (i.e. inferring a price from consumer behaviour).
The HM Treasury Green Book provides guidance on the appraisal of public value. This includes
many values for costs and benefits that occur frequently in public spending proposals, such as
the value of energy savings and of greenhouse gas emissions
Adjustments required to the values of costs and benefits

While developing the proposal, all adjustments should be shown separately and clearly stated in
supporting tables of data, and the rationale for their inclusion clearly set out.
Relative price changes

The costs and benefits presented in the economic appraisals must be expressed in ‘real relative
prices’, as opposed to current prices. The term ‘real’ means the effects of general inflation are
removed; however, the term relative allows some prices that are expected to change relative to
general inflation to be adjusted to allow these relative changes.
For example where particular prices are expected to increase at significantly higher rates (such
as land values) or at lower rates (such as computer processors) than average inflation, then the
relative price change should be calculated and factored into the economic appraisals.
Other relevant values

In distributional analysis these include costs and benefits to gainers and , losers and in Regional
and other Sub-national analysis the costs and benefits to the specific areas under consideration.
Further guidance on these separate analyses can be found in the Green Book.
Distributional Analysis and local Regional and sub UK analysis

All interventions may produce winners and losers and on some occasions may have significantly
unequal effects on welfare and income distribution.
There is, therefore, a need at both the long-list and short-list stages of options analysis to
consider whether significant gains or losses to any groups within society appear likely.
Where a change in income or welfare distribution is the intention of a policy, programme or

project, then some form of objective analysis is required to quantify these effects. Similarly, if a
proposal involves a significant redistribution of welfare, as a side effect, the analysis needs to
show this. Further guidance on this is available in the Green Book.
As with all analysis, this is subject to the principle of proportionality. Where such distributional
analysis is needed, it should be undertaken as a separate analytical process. The results of this
analysis should be shown separately from the UK public value figures, but should be included
within the consideration of total public welfare. This improves transparency and avoids the
possible swamping of these effects, which may be significant for a minority, but would be
overshadowed and lost within the overall total. It also allows uncertainty in the estimation of
welfare distribution to be reflected in the analysis.
The need to abide by ethical and legal standards and frameworks, such as legislation on
equalities, also requires consideration of distributional effects where they are significant, and this
is transparently supported by this approach.

Regional and other sub-national issues

Proposals targeted at producing localised effects within the UK, whether at a regional, city,
town village or rural level, cannot be best assessed by a framework that identifies only total
national UK benefit. This is because local sub national policies are likely to contain a considerable
element of resource and benefit and redirection to a specific location, as well as some overall
‘additionality’ in UK welfare.
A separate analysis of these local proposals should be carried out alongside the total UK analysis
and the results set out separately alongside the UK NPSV in order for the local benefit of the
proposal to be estimated and an appropriate option selection to be made.
Presenting the economic appraisals

Following the identification and measurement of the costs and benefits for each option,
calculate the NPSV for each option, using the Green Book discount rate.
This section is concerned with compiling the economic appraisals for the shortlisted options,
including BAU and the ‘do minimum’ options in their most basic format.
Guidance is provided on the following:
¨¨ discounting in the public sector
¨¨ calculating the NPSV
¨¨ calculating the Benefit Cost Ratio (BCR
¨¨ the treatment of privately financed schemes, if applicable.
Discounting in the public sector – the Social Discount Rate and Time Preference
There is a universal human tendency to discount the future by giving more weight to current
values and events than to the future, which also applies to preference for current over
future welfare.
The social discount rate is an annual percentage reduction specified by the Treasury Green Book
that is applied to values in each year going forward that progressively reduces the current value
of future values.
By recognising this human tendency to discount future values it is possible to compare

alternative options for programmes, projects and policies with different lengths of life and
different profiles over time by, in effect, putting them onto a common basis of present values,
thus allowing their whole life costs and benefits to be added and compared. This is known as
their present value. Over time the discount rate is reduced to allow for increasing uncertainty in
its estimation.
The use of Private Finance

The option of Public Private Partnerships (PPP) or any form of private finance for sourcing the
project where relevant is a strategic consideration as part of the long-list appraised using the
Options Framework filter.
This is because private finance provides service delivery as well as funding options:
¨¨ Potential options for service delivery may include: strategic partnerships, alliances, and
outsourcing arrangements.

¨¨ Potential options for funding may include: free-standing projects, joint ventures,
operating leases and services. All are fundamentally different approaches for the
delivery of services and infrastructure in partnership with the private sector.
When the use of private finance is carried forward as an option into the short- list of options
for the project, at least one of the other shortlisted options must be based on a comparable
provision by the public sector. This enables the partnership option to be appraised fairly against
a public sector comparator (PSC), as it is known, which should include the cost of the risks
retained by the public sector during the Design, Build, Funding and Operational (DBFO) phases
of the project. Similarly, if different partnership options are being taken forward, alternative
public sector comparators must be provided. The Green Book provides more detail on the
calculation of the public setor comparator.
The following criteria provide a useful starting point for assessing a service’s suitability for the
use of private funding against a number of favourable characteristics.
Spending criteria High Medium Low

1. Output/service-delivery driven
2. Substantial operating content within the project
3. Significant scope for additional/alternative uses of the asset
4. Scope for innovation in design
5. Surplus assets intrinsic to transaction
6. Long contract term available
7. Committed public sector management
8. Political sensitivities are manageable
9. Risks primarily commercial in nature
10. Substantial deal
11. Complete or stand alone operations to allow maximum synergies
For technical guidance on the valuation of privately financed schemes see the Treasury
Green Book.
Action 11 – Undertake benefits appraisal

Undertake an appraisal of the quantifiable and qualitative benefits and explain why these are
important enough to affect the decision for the ranking of the options.
The main aim is to identify benefits that are quantifiable and can be expressed in monetary
equivalent terms and to avoid defining benefits that cannot be measured, assessed or evaluated
in any realistic way because there is no established evidence base.
Every reasonable attempt should be made to quantify benefits, even if they cannot be expressed
in monetary equivalent terms. For example, the benefit of an intervention that increases people’s
propensity to exercise might be quantifiable but not readily expressible in monetary terms.
Where quantification is particularly challenging, because the evidence base is spurious or the
research costs would be disproportionate to the expenditure, it may be acceptable to express a
benefit in qualitative terms; but even then it should be possible to provide evidence on the likely
order of the magnitude of the benefit.

When a qualitative or non-monetised benefit is considered too important to be ignored in the

decision, a separate calculation and judgement needs to be made about whether its cost is ‘a
price worth paying’ in terms of its additional value. This calculation provides the basis upon
which alternative options without these benefits can be generated and appraised.
In all cases, the appraisal of benefits that cannot be expressed in monetary equivalent terms
should be grounded in a review of the best available evidence. The evaluation of similar
interventions previously undertaken usually provides a particularly important source of evidence.
The quantifiable (non-monetised) and qualitative benefits must be recorded in the Benefits
Register with their sources and assumptions.
Action 12 – Undertake risk appraisal

Identify and quantify the risks associated with the options contained in the economic appraisals
for the project’s short-listed options.
The HM Treasury Green Book requires public sector organisations to undertake a risk assessment
of the short-listed options. The project’s service risks should be estimated and quantified in
monetary terms, as equivalent likelihood values – that is the cost of mitigation multiplied by the
likelihood of occurrence.
Early on in the process an initial allowance was made for optimism bias. At this stage in
the process, service risks in the design, build and operational phases of the project must be
identified and their costs estimated and built into the project.
Figure 5 the relationship between optimism bias and risk in developement
Uncertainty Optimism Bias & Risk

Business Case Development
Strategic Outline Full

Outline Business Business
SOC OBC FBC
OB
Uncertainty Assessed Risk
over
MEASURED
UNCERTAINTY
OB
Costs Optimism Bias

Benefits
Timescales OB
UNMEASURED
UNCERTAINTY
Residual
OB
TIME
Reducing optimism bias

As risks costs are included, the allowances made for optimism bias should be reduced as
illustrated by figure 5 above.
The main strategies for reducing the bias are:

¨¨ full identification of stakeholder requirements (including consultation)
¨¨ accurate costing
¨¨ risk mitigation and management.
The lower bound values of optimism bias represent the maximum optimism bias level to aim for
in projects with effective risk management by the time of contract award.
Case study
The capital costs of a non-standard civil engineering project within a major change programme are
estimated to be £50m NPSC. No detailed risk analysis work has taken place at this stage, although
significant costing work has been undertaken.
The project team reports to the project board and applies an optimism bias adjustment of 66% showing
that, for the scope of the work required, the total cost may increase by £33m to £83m in total. This is
based on consultants’ evidence and experience from comparable civil engineering projects at a similar
stage in the appraisal process.
As this potential cost is unaffordable, the chief executive requests reductions in the overall scope of the
project, and more detailed work. As the project progresses, more accurate costs and quantified risks
are identified. The adjustment for optimism bias is able to be reduced until there remains only a general
contingency of 6% for unspecified risks.
Without applying optimism bias adjustments, a false expectation would have been created that a larger
project could be delivered at a lower cost.
Operating costs and benefits

The application of optimism bias should also be considered for operating costs and benefits. If
there is no evidence to support adjustments to operating costs or benefits, appraisers should use
sensitivity analysis to check switching values (see below – Action 13). This should help to answer
key questions such as:
¨¨ By how much can we allow benefits to fall short of expectations, if the proposal is to
remain worthwhile? How likely is this?
¨¨ By how much can operating costs increase, if the proposal is to remain worthwhile?
How likely is this to happen?
¨¨ What will be the impact on benefits if operating costs are constrained?
Risk identification and measurement

There is always likely to be some difference between what is expected and what eventually
happens, because of biases unwittingly inherent in the appraisal, and the risks and uncertainties
that materialise during the design, build, and operational phases of the project. As a result,
risk management strategies should be adopted for the appraisal and implementation of large
policies, projects or projects and the principles applied to smaller proposals. This is because
things can always go better than expected (‘upside risk’) as well as worse (‘downside risk’).
A risk register should be developed from the beginning of the project (see management case),
updated and reviewed on a regular basis and used as the source for:
¨¨ identifying the main business and service risks (in the strategic case section)
¨¨ quantifying and appraising the business and service risks (in the economic case section)

¨¨ apportioning and transferring service risks (in the commercial case section)
¨¨ mitigating and managing risks over the entire life cycle of the scheme.
Risk identification
There are a number of techniques which may be used to identify the risks associated with
programmes and projects. Three commonly used methods are:
¨¨ structured review meetings – these involve the programme and project teams and
encourage participation and ownership of the risks by key personnel
¨¨ risk audit interviews – these are conducted by experienced managers and/or advisers,
with all those involved in the programme or project teams with responsibility for risk,
and
¨¨ risk workshops – these include all members of the programme and project teams and
encourage imaginative ideas for the mitigation and management of risk.
General types of risk

Risks fall into three main categories: business, service and external risks.
Business related risks remain with the public sector and can never be transferred. Service related
risks occur in the design, build, funding and operational phases of a project and may be shared
between the public and private sectors.
External, non-systematic and catastrophe risks affect all society and are unpredictable and
random in nature. They are dealt with as part of the social discount rate and do not need any
further separate treatment.
The generic types of risk that are likely to be encountered within these categories are set out in
broad terms below:
Generic Risks Description

Business risk The risk that the organisation cannot meet its business imperatives.
Reputational risk The risk that there will be an undermining of customer’s/media’s perception
of the organisation’s ability to fulfil its business requirements – for example,
adverse publicity concerning an operational problem.
Service risk The risk that the service is not fit for purpose.
Design risk The risk that design cannot deliver the services to the required quality
standards.
Planning risk The risk that the implementation of a project fails to adhere to the terms of
the planning permission or that detailed planning cannot be obtained; or, if
obtained, can only be implemented at costs greater than in the original
budget.
Build risk The risk that the construction of physical assets is not completed on time, to
budget and to specification.
Project intelligence risk The risk that the quality of initial intelligence (for example, preliminary site
investigation) will impact on the likelihood of unforeseen problems occurring.
Decant risk The risk arising in accommodation projects relating to the need to decant
staff/clients from one site to another.
Environmental risk The risk that the nature of the project has a major impact on its adjacent area
and there is a strong likelihood of objection from the general public.
Procurement risk The risk that can arise from the contractual arrangements between two
parties – for example, the capabilities of contractors when a dispute occurs.

Generic Risks Description

Operational risk The risk that operating costs vary from budget and that performance
standards slip or that a service cannot be provided.
Availability and performance risk The risk that the quantum of service provided is less than that required under
the contract.
Demand risk The risk that the demand for a service does not match the levels planned,
projected or assumed. As the demand for a service may be partially
controllable by the public body concerned, the risk to the public sector may
be less than perceived by the private sector.
Volume risk The risk that actual usage of the service varies from the levels forecast.
Occupancy risk The risk that a property will remain untenanted – a form of demand risk.
Maintenance risk The risk that the costs of keeping the assets in good condition vary from
budget.
Technology risk The risk that changes in technology result in services being provided using
sub-optimal technical solutions.
Funding risk The risk that the availability of funding leads to delays and reductions in
scope as a result of reduced monies.
Residual value risk The risk relating to the uncertainty of the values of physical assets at the end
of the contract period.
External systematic and The risks that affect all society, and are not connected directly to the
catastrophe risks programme or project.
These risks are accounted for in the discount rate and include, for example
policy and technological disruption risks
Policy risk The risk of changes in policy direction leading to unforeseen change.
Technological disruption risk The risk of new techniques emerging that completely transform the way
things are done, such as the appearance of affordable internet downloading
and data sharing.
Risk quantification
It is good practice to quantify the cost of risk through a ‘risk cost’, which is added to the costs
of the options to provide the full expected value of the options. As the appraisal proceeds, more
specific risks will be identified, thus reducing the more general optimism bias.
An ‘expected value’ provides a single value for the expected impact of all risks. It is calculated
by multiplying the likelihood of the risk occurring (probability) by the cost of mitigation and
summing the results for all risks and outcomes.
Single point probability analysis

The simplest risk analysis could consist of an estimate of the cost of each risk occurring,
multiplied by a single probability of that risk occurring in a particular year – see the
example below.
Case study: single point analysis

Annual cost of service £2 million
Estimated mitigation for cost over-run £200,000
Estimated probability of risk occurring 10%
Estimated value of risk = £200k x 10% £20,000

Multi-point probability analysis

There is a range of possible outcomes for any risk. An output probability distribution provides
a complete picture of the possible outcomes and recognises that some of these outcomes are
more likely to occur than others. An ‘expected outcome’ is the average of all possible outcomes,
taking into account their different probabilities. An example is given below:
Case study: expected costs of a construction project using multi-point analysis
It is estimated that a particular facility will cost £50m to build. The expected costs associated with
construction cost uncertainties have been calculated as follows:
Possible cost (£m) Difference from Estimated probability Risk value (£m)
estimated cost (£m) of the event occurring
45 -5 0.1 -0.5
50 0 0.6 0
55 +5 0.1 +0.5
60 +10 0.1 +1.0
65 +15 0.1 +1.5
The most likely outcome is that of no extra cost, as this outcome has the highest probability (60%).
However, the expected outcome – the sum of each possible outcome multiplied by its probability – is an
additional cost of £2.5 million. This needs to be calculated in NPSV terms, taking into account the time
period over which the risk occurs.
Decision trees
Decision trees can be useful ways of thinking about alternatives for the outcomes and so
can illustrate thinking about risk. They can be used to develop and show the key features of
alternative scenarios where key variables external to the proposal under consideration are likely.
In situations where there is a potential for learning over time to make better-informed decisions,
delay can also have a positive value which can be valued.
To help quantify such cases, decision trees have been developed into ‘real options analysis’.
These are graphical representations useful in assessing situations where the probabilities of
particular events occurring depend on previous events, and can be used to calculate expected
outcomes in more complex situations. For example, the likelihood of a particular volume
of traffic using a road in the future might depend on movements in the oil price. Different
scenarios can be analysed in this way.
Monte Carlo
There are a variety of packages available that take the analysis of risk a step further, using
computer simulation and probability distributions.
Monte Carlo analysis is a simulation technique that presents both the range as well as the
expected value of the collective impact of various risks. It is useful when there are many variables
with significant independent uncertainties. However, expert advice is required to ensure it is
applied properly, especially when risks may not be independent of each other. Sufficient data is
also needed on the key input variables and outputs to support a stable numerical model with
well estimated distribution functions.

Action 13 – Select preferred option and undertake sensitivity analysis

As a minimum, undertake sensitivity analysis on the preferred option, thereby testing its
robustness in relation to switching values and different scenarios for costs and the delivery
of benefits. Where alternative options are significantly different in some key respects and
realistically need to be considered, then they too should undergo sensitivity analysis, as
described below.
Identifying the preferred option

Selecting the preferred option should be reasonably straightforward in the decision making
process if the required analyses has been rigorously undertaken.
The business case should present the information succinctly and clearly for each option to
support clear decision making. The following format provides a summary of the costs and
benefits by key category and class. While not all of the costs and benefits will apply to every
proposal, it should be considered as a starting point for the presentation of cost benefit
information, along with the required Green Book appraisal summary tables.
Option Undiscounted £ Discounted £

Costs in the Appraisal of Public Value
1. Total Direct Public Costs (to Originating Organisation)

1.1 Capital .............................
1.2 Revenue .............................
2. Total Indirect Public Costs (to Wider Public Sector)

2.1 Capital .............................
2.2 Revenue .............................
3. Wider Social Costs .............................

3.1 Capital .............................
3.2 Revenue .............................
4. Total Risk Costs .............................

4.1 Optimism bias .............................
4.2 Estimated or Measured risk .............................
5. Total of costs (1, 2, 3, 4 above) ............................. ........................
Benefits in Appraisal of Public Value
6. Total Direct Public Sector Benefits ............................

6.1 Cash releasing benefits (CRB) ............................
6.2 Non-cash releasing benefits (Non-CRB) ............................
7. Total Indirect Public Sector benefits ............................

8. Total Wider Social Benefits ............................

9. Total value of benefits (6,7,8 above) ............................ ........................
Net Public Value (9-5 above) ........................

Benefit Cost Ratio (BCR) (9÷5 above) ........................
The values of costs, benefits and risks are not always comparable, because some benefits and
risks are non-quantifiable.

When an option has higher benefits, the decision needs to be made whether these benefits
justify a higher net present social cost. If the additional benefits are insufficient to justify the
additional costs and risks, a lower cost and risk option should be selected.
Often the choice will remain between high cost/high benefit options and low cost/low benefit
options. In these circumstances, a decision is required on the extent to which higher benefits
are worth paying for. Risk can also play a part in that a high cost/high benefit option may be
considered too risky to undertake, and an intermediate option might show a more optimal
balance of risk.
The final choice of the preferred option lies with senior management and their stakeholders,
drawing on professional advice.
Sensitivity analysis
An expected value is a useful starting point for undertaking the impact of risk between different
options. But however well risks are identified and analysed, the future is inherently uncertain; so
it is also essential to consider how future uncertainties can affect the options.
Sensitivity analysis is fundamental to appraisal. It is used to test the vulnerability of options to

unavoidable future uncertainties and to test the robustness of the ranking of the options. It
involves testing the ranking of the options by changing some of the key assumptions. However,
spurious accuracy should be avoided and it is essential to consider how the conclusions may
alter, given the likely range of values that key variables may take.
Sensitivity analysis may not change the preferred option. However, if small changes in the
assumptions alter the ranking, it is an indication that the investment process should proceed
cautiously, because it has non-robust elements in it. This means that a more detailed analysis
and testing of the costs, benefits and risks of some of the options should be considered.
Sensitivity analysis should be undertaken in two stages:
¨¨ switching values
¨¨ scenario analysis based on the best and worst possible outcomes
Switching values
This technique highlights the point at which the choice of the preferred option would switch to
another option due to any uncertain costs and/or benefits.
The calculation of switching values is carried out by showing other options in relation to
the preferred option using percentages (the preferred option is zero). This indicates by how
much a variable would have to fall (if it is a benefit) or rise (if it is a cost) to make it not worth
undertaking the preferred option. In other words how much variables would have to change
for the preferred option to be ‘dislodged’. This should be considered a crucial input to the
decision as to whether a proposal should proceed. It therefore needs to be a prominent part of
the appraisal.
Scenario analysis
Alternative scenarios are useful in considering how options may be affected by future
uncertainty and provide a valuable way of assessing risk, especially where there is a known risk
of significant variations in external conditions.
Scenarios should be chosen to draw attention to the major technical, economic and political
uncertainties on which the success of the proposal depends.

Careful consideration should be given before running the scenario analysis to the choice of
circumstances, as sensitivity analysis does not simply involve changing costs, benefits and risks
by an arbitrary 10 or 20%; but rather by the values that represent the most likely increases (or
decreases) in cost etc. for documented reasons.
Scenario analysis may take the form of asking simple ‘what if’ questions for small and medium
size investments and extend to creating detailed models of ‘future states of the world’ for major
projects and projects. The expected NPSV is then calculated for each scenario.
If the results for the scenario analysis are similar to the switching values, further work is required
on the options to determine their robustness. Where appropriate, the sensitivity analysis of the
economic appraisal findings should include the following:
Category Assumptions and Estimates

Costs and benefits (£) Capital costs.
Lifecycle costs.
Costs of core services.
Costs of non-core services.
Benefits valued in monetary terms.
Non-monetisable benefits Quantifiable and Qualitative.
Timing Delays in the project.
More specifically, examples of variables that are likely to be both inherently uncertain and
fundamental to an appraisal are:
¨¨ the growth of real wages
¨¨ forecast revenues
¨¨ demand
¨¨ prices
¨¨ risk values.
A prior understanding of how costs fall into fixed, step, variable and semi-variable categories can
help in understanding the sensitivity of the total costs of proposals.
Final selection of the preferred option

The preferred option should be a balanced judgement based on the Net Present Social Value
(NPSV), the Benefit Cost Ratio (BCR) and the level of risk involved. Alternatively, the preferred
option may be that with the lowest Net Present Social Cost (NPSC).
Other factors may also affect the selection of the preferred option; in particular, any unvalued
costs, risks and non-monetised benefits. In these circumstances it is essential to involve
stakeholders in the decision-making process about whether any additional cost is a price
worth paying.

The results for each short-listed option should be shown as follows:
Evaluation results Option 1 Option 2 Option 3 Option 4 etc.

Business As Do Minimum
Usual (BAU)
Net present social values
Qualitative benefits appraisal
Qualitative risk appraisal
Overall ranking
Internal rate of return and payback period.

Public trading organisations that are self financing may need to take account of other measures,
such as the Internal Rate Of Return (IROR) and the payback period in their financial case
calculations and in the choices made in their strategic and commercial cases. These measures are
not recommended for use in calculating social value in the economic case.
Workshop 3 – Assessing the Short-listed Options

At least one workshop is recommended for the completion of this section of the Project Business
Case, so that the key stakeholders are engaged earlier on, can challenge and assist to shape the
direction of the project.
Workshop 3 Assessing the Shortlisted Options

Objectives To validate the findings of the Cost Benefit Analysis (CBA)/ Cost-Effectiveness
Analysis (CEA) undertaken to the shortlisted options.
To appraise the qualitative benefits and risks.
To identify the preferred option for the project that offers best public value.
Key participants External stakeholders or commissioners.
Director of Finance.
Commercial Director.
Economic adviser.
Customer and/or user representatives.
Project manager.
Facilitator.
Outputs Identification of the preferred option for the delivery of the project.
There should now be a clear understanding of the preferred option, which is evidenced from:
¨¨ the economic appraisals (NPSVs) for the short-listed options – risk adjusted and applying
optimism bias (£)
¨¨ an assessment of both the non-monetised (qualitative) benefits and risks
¨¨ an assessment of the uncertainties (sensitivity analysis).
Output from Step 4
The economic case section of the outline business case is now complete and must be kept under review.

Step 5: Preparing for the potential Deal

Introduction
The purpose of the commercial case is to set out the procurement arrangements for the
project’s key outputs and activities.
These arrangements need to be considered from the outset, in order to secure long-term public
value during the operational phase of the project.
Completing the commercial case requires undertaking the following actions for the preferred
option identified in the economic case.
Step 5 Preparing for the potential Deal
Action 14 Determine procurement strategy
Action 15 Determine service streams and required outputs
Action 16 Outline potential risk apportionment
Action 17 Outline potential payment mechanisms
Action 18 Ascertain contractual issues and accountancy treatment
At least one facilitated workshop is recommended at this stage.
Action 14: Determine procurement strategy

Determine the procurement strategy and possible procurement routes for the project’s key
outputs and activities.
This requires considering how the required services, supplies or works can best be procured
in accordance with established rules and regulations and the commercial strategy of the
organisation, which has been prepared in accordance with Government Commercial Operating
Standards.
Key considerations are:
¨¨ the choice of procurement method and the degree to which early consultation with
the supply side is required, and
¨¨ the extent to which the organisation should be acting as a single procurement

entity or procuring more collaboratively with other public bodies in order to secure
economies of scale and improved public value.
Procurement rules
Public sector organisations must act in compliance with the appropriate procurement legislation.
Collaborative procurements
These strategic arrangements – at national, departmental, sector and local level – offer
significant flexibility and potential VfM, through economies of scale; and considerable reductions
in procurement costs, through pre-competition.

Collaborative procurements range from ‘pre-competed’ arrangements and prices at national

level to departmental and more local arrangements involving ‘call-off contracts’ and
management frameworks for specified services, supplies and works.
Refer to your departmental or local centre of excellence for procurement advice and assistance.
Ensure the procurement strategy is appended to the Project Business Case.
Action 15: Determine service streams and required outputs

Identify the project’s service streams and required outputs and the scope and content of the
potential Deal to be made with public and private sector service providers.
Consider the following approaches:
¨¨ Framing the project’s requirements in terms of outputs to be produced, so as to

enhance innovation.
¨¨ Specifying the quality attributes of the services and outputs required, together with the
performance measures against which they will be assessed.
¨¨ Scoping the potential Deal so as to permit potential service providers to suggest

innovative ways of meeting the project’s requirements.
Services and required outputs

Summarise the project’s required services and outputs and the potential implementation
timescales required.
Consideration should be given to capturing the following details for the project:
¨¨ the business areas affected by the procurement
¨¨ the business environment and related activities
¨¨ the business objectives relevant to the procurement
¨¨ the scope of the procurement
¨¨ the required service streams
¨¨ the required outputs, including: phases, performance measures and quality attributes
¨¨ the stakeholders and customers for the outputs
¨¨ the options for variation in the existing and future scope for services
¨¨ the potential developments and further phases that may be required.
A copy of the procurement notice for publication should be attached to the OBC.
Procurement plan and proposed implementation timescales

The project plan for the procurement of its key outputs and activities should be outlined and/or
attached to the Project Business Case.

Action 16: Outline potential risk apportionment

Identify how the service risks in the Design, Build, Funding and Operational (DBFO) phases of the
project may be apportioned between the public and private sectors.
The main aim is to ensure that specific risks should be allocated to the party best able to
manage it, subject to the risk premium. The intention is to optimise the allocation and sharing of
risk rather than to maximise the number of risks to be transferred to potential service providers
for delivery of the project.
Guiding principles
The following principles should be taken into account:
¨¨ the public sector should consider transferring risk to the private sector when the
service provider is better able to influence the outcome than the procuring authority
¨¨ the degree to which risks may be transferred depends on the specific proposal under
consideration
¨¨ the successful negotiation of risk transfer requires a clear understanding by the

procuring authority of the risks presented by a proposal; the broad impact that these
risks may have on the service provider’s incentives and financing costs (cost drivers);
and the degree to which risk transfer offers Value for Money – hence the need to
identify and cost individual risks
¨¨ the private sector should be encouraged to take the risks it can manage them
more effectively than the public sector; particularly where it has clear ownership,
responsibility and control
¨¨ the transfer of risks can generate incentives for the private sector to provide more
timely, cost-effective and innovative solutions.
Complete the following risk allocation for the project as required. Illustrate the amount of risk to
be shared by percentage point (%), if possible.
Risk category Potential allocation
Public Private Shared

1. Design risk ✓
2. Construction and development risk ✓
3. Transition and implementation risk ✓
4. Availability and performance risk ✓
5. Operating risk ✓
6. Variability of revenue risks ✓
7. Termination risks ✓
8. Technology and obsolescence risks ✓
9. Control risks ✓
10. Residual value risks ✓
11. Financing risks ✓
12. Legislative risks ✓
13. Other project risks ✓

Action 17: Outline potential payment mechanisms

Identify how the project intends to make payment for its key services and outputs over the
expected lifespan of the contract(s).
Consider how best to ‘incentivise’ the service provider(s) to provide Value for Money over the
lifespan of the project and its operational phase. This will assist the organisation to deal with the
inevitable need for ‘change’ to services and operations in the future and to embed risk transfer
and allocation within the charging mechanism for the project.
The charging mechanism is the formula against which payment for the contracted services will
be made. The underlying aim of the payment mechanism and pricing structure is to reflect the
optimum balance between risk and return in the contract. As a general principle, the approach
should be to relate the payment to the delivery of service outputs and the performance of the
service provider.
Properly constructed payment mechanisms incentivise the service provider to deliver services in
accordance with the business imperatives of the public sector in the following key phases of
the service:
¨¨ The pre-delivery phase – up to the acceptable delivery of the service and

commencement of the payment stream
¨¨ The operational phase – following acceptable delivery of the service up to the close of
the primary contractual period
¨¨ The extension phase – post-primary contract period
The pre-delivery phase

Two charging mechanisms are important in the pre-delivery design and build phases – fixed
price/costs and payment on the delivery of agreed outputs.
Fixed price/costs
The service provider must be given an incentive to deliver services to time, specification and cost.
This element involves a fixed price for the delivery of ‘agreed outputs’ within a fixed timetable,
with appropriate remedies in place for delays and cost over-runs.
Payment on the delivery of agreed outputs

This element links payment to the delivery of key service outputs and does not commence until
the contracted services come on stream, as agreed.
These payments may be staggered against the delivery of key outputs within the overall
implementation plan for the complete service. However, the guiding principle is that a revenue
stream to the service provider should only commence when an offsetting benefit stream is
realised on the part of the public sector.
Ultimately, a service that fails to perform could result in termination of all the payment streams
and, in extreme circumstances, pass the rights to the underpinning assets for the service to the
public sector.
The operational phase

A number of mechanisms are relevant here – each is discussed below. Any payment mechanism
should be based on the principle of payment being made only when requirements/standards
are met.

Availability payment
This element links a proportion of the payment stream to the availability of the service. For
example, the contract could stipulate that the service must be available for a minimum of 95%
of the time between contracted hours.
In such instances, the procuring authority will need to negotiate service level agreements (SLAs),
which outline the availability criteria. In some cases, it may be appropriate to treat availability
as a threshold, which releases a payment stream based on a combination of other factors – for
example, performance or throughput of service.
Failure on the part of the service provider to meet the agreed availability criteria should lead to
reduced payments and, ultimately, to cessation of the service.
Performance payment
This element links a proportion of the payment mechanism to the performance of the service.
Linking payments to specified performance targets helps to ensure that the service provider
continues to deliver the agreed outputs throughout the lifespan of the service.
Transaction/volume payment
This element links a proportion of the payment mechanism to the achievement of business
benefit – for example, the number of transactions or volume of business provided.
Linking payment to the productivity or usage of the service in this way gives the service provider
the incentive to optimise the level of productivity and to invest further in the underlying
infrastructure, if increased levels of productivity are required.
Incentive payment
This element of the payment mechanism is linked to potential improvements in the overall
performance of the public sector’s business processes, and encourages the service provider to
deliver new ways of working and additional benefits that can be shared by both parties.
Cost of change
This element of the payment mechanism seeks to minimise the cost of change by encouraging
the service provider to build flexible and adaptable solutions in the first instance.
The cost of change represents a major risk to the public sector and should be mitigated through
the contractual obligation to benchmark and market test the contracted services at regular
intervals.
If it is not possible to agree exact prices for anticipated changes at some future time, the process
for agreeing the cost of change should be established at the outset.
Third party revenues

This element of the payment mechanism gives the service provider the incentive to develop and
exploit alternative revenue streams and new business, wherever possible without prejudice to
the standing of the public sector.
The price for core services will be reduced and overall VfM improved, if the scope for these
potential revenue streams has been recognised and agreed, in principle, at the outset.

The extension phase

Technological obsolescence
During the operational phase, the service provider is delivering the service for an agreed revenue
stream and will naturally invest in alternative ways of working and new technologies if this
allows overall costs to reduce and profit margins to improve.
Two contractual devices can be employed to encourage the service provider to consistently
upgrade the core technology. First, various upgrades can be included in the initial price to ensure
that the infrastructure underpinning the service is kept up-to-date; and second, a proportion of
the service provider’s initial recoverable investment could be deferred – with agreement – until
the end of the contractual period.
Contract currencies
Contract currencies are the variable measures that make the payment mechanism meaningful
and effective in the service contract – for example, the number of complaints received; the
proportion of users of the service requiring assistance, time taken to answer the phone, number
of abandoned calls, etc.
The aim should be to choose contract currencies that demonstrate productivity and
performance. In other words, comparative measures which provide service providers with the
incentive to improve – a reduced payment for under performance and enhanced payments for
performing in excess of the minimum requirement specified in the contract.
Action 18: Ascertain contractual issues and accountancy treatment

Outline the contractual arrangements for the project, including the use of a particular contract,
the key contractual issues for the Deal and its accountancy treatment and personnel implications
(if any).
Use of contract
State the form of contract to be used. In the case of a standard contract, state the title of
the model contract to be used. In the case of a bespoke contract, state why this is more
advantageous than using a standard contract.
Refer to your departmental or local centre of excellence for procurement for guidance.
Key contractual issues

Contract management arrangements and key contractual issues should be considered and
recorded in the OBC.
The main areas of the contract to be categorised are as follows:
¨¨ the duration of the contract(s) and any break clauses
¨¨ the service provider’s and procuring authority’s respective roles and responsibilities in
relation to the proposed Deal
¨¨ the payment/charging mechanism, including prices, tariffs, incentive payments etc.
¨¨ change control (for new requirements and updated services)
¨¨ the organisation’s remedies in the event of failure on the part of the service provider to
deliver the contracted services – on time, to specification and price

¨¨ the treatment of intellectual property rights
¨¨ compliance with appropriate regulations etc.
¨¨ the operational and contract administration elements of the terms and conditions of
service
¨¨ arrangements for the resolution of disputes and disagreements between the parties
¨¨ the agreed allocation of risk
¨¨ any options at the end of the contract.
Accountancy treatment
Provide details of the intended accountancy treatment for the potential Deal by stating on
whose balance sheet – public or private sector, or both – the assets underpinning the service will
be accounted for; and the relevant accountancy standard(s).
A letter supporting the balance sheet conclusion should be provided by the Finance Director or
by an external auditor.
Personnel implications
Identify any personnel implications for the project.
Public sector organisations are obliged to involve their staff and their representatives in a process
of continuous dialogue during significant projects involving considerable internal change. This
also represents best practice in terms of human resources policies.
Consequently, the OBC should record any personnel implications to the scheme. In particular:
¨¨ whether the Transfer of Undertakings (Protection of Employment) Regulations 1981

(TUPE) will apply, directly or indirectly
¨¨ details of any terms regarding subsequent transfers at market testing intervals (if these
apply)
¨¨ descriptions of terms regarding Trade Union recognition (if these apply)
¨¨ details of requirements for broadly comparable pensions for staff upon transfer (if
these apply)
¨¨ that codes of practice are in place for the well-being and management of staff.
Workshop 4 – Developing the Deals

At least one workshop is recommended for the completion of this section of the OBC, so that
the key stakeholders are engaged earlier on, and can challenge and assist to shape the direction
of the project.

Workshop 4 Developing the commercial strategy and Deals for the project
Objectives ¨¨ To develop the service specification for the project.
¨¨ To apportion service risks and explore the underpinning payment mechanisms.
¨¨ To develop the contractual arrangements.
¨¨ To ensure that the Government Commercial Operating. Standards have been
adhered to.
¨¨ Facilitator.
Outputs ¨¨ Procurement and commercial strategies for the project
¨¨ Preliminary Risk Allocation Matrix (RAM) for the project
¨¨ Potential Deal for the project
¨¨ procurement strategy and routes in accordance with the appropriate procurement legislation
¨¨ potential Deals and required services
¨¨ implementation timescales for potential projects
¨¨ supporting charging/payment mechanisms
¨¨ the contract(s) to be used and the key contractual issues, including TUPE (if applicable)
¨¨ a procurement notice
Output from Step 5
The commercial case section of the Outline Business Case is now complete and must be kept under review.
Step 6: Ascertaining affordability and funding requirement

Introduction
The purpose of the financial case is to ascertain the affordability and funding requirements of
the preferred option and to demonstrate that the recommended project is affordable.
This involves determining the funding and affordability of the proposed project on the
organisation’s income and expenditure account, balance sheet and prices for its services (if
applicable).
Completing the financial case requires undertaking the following action.

Step 6 Ascertaining affordability and funding requirement
Action 19 Prepare financial model and the financial appraisals.
Focus of the financial appraisals

The focuses of the financial and economic appraisals are different. The economic appraisals
focus on the Value for Money of the overall project. The financial appraisals focus on the
affordability and fundability of the project.
The costs and benefits appraised in the financial case reflect an accountancy-based perspective.
Consequently, both resource and non-resource costs and benefits are factored into the analysis;
so, for example, whereas VAT and depreciation are excluded from the economic appraisals,
these costs are included in the financial appraisals, because they have a direct bearing on the
affordability of the project.
The key differences can be summarised as follows:

Focus: Focus:
¨¨ Net Present Social Value for Money Funding and affordability – cash flow and stock.
Coverage: Coverage:
¨¨ UK Society as a whole and Distributional or sub UK Relevant public organisation(s) budget.
effects where relevant
Relevant standards: Relevant standards:
¨¨ HM Treasury Green Book and supplementary ¨¨ Public sector accounting rules and standing orders.
guidance.
¨¨ discount rate applied.
Analysis: Analysis:
¨¨ real (base year) prices ¨¨ current (nominal) prices
¨¨ use of opportunity costs ¨¨ benefits – cash releasing only
¨¨ includes quantifiable welfare costs and benefits to ¨¨ includes capital and revenue costs
society ¨¨ includes transfer payments (for example, VAT)
¨¨ includes environmental costs ¨¨ includes inflation.
¨¨ excludes Exchequer ‘transfer’ payments – for
example, VAT
¨¨ excludes general inflation
¨¨ excludes sunk costs
¨¨ excludes depreciation, impairment and capital
charges.
The following financial statements are required for the project spend:
¨¨ a budget statement – which should be based on Resource Accounting and

Budgeting (RAB) principles and shows the resource costs over the lifespan of the
project. For strategic initiatives, the budget will often comprise the forecast RAB
financial statements of the whole organisation over a number of years
¨¨ a cash flow statement – which should show the cash which will be spent on the
lead option, if it goes ahead. The existing spend (if any) and the additional spend
should be shown separately
¨¨ a funding statement – which should show which internal departments, partners

and external organisations will provide the resources required. Where external

funding is required, a written statement of support from the project’s stakeholders or

commissioners is needed.
The above should include the contingencies (in £s) necessary to ensure that there is sufficient
financial cover for risks and uncertainties.
Financial modelling
For large, significant and complex projects, a financial model of the proposed expenditure needs
to be constructed.
The model will provide an informed ‘best guess’ of the likely impact and outcomes of the
proposed project in its early stage of development. However, the reliability and robustness of
the model will increase as it is kept under continuous review and updated to reflect the latest
information.
Building the model may require specialist advice from accountants and financial advisers from
outside of the organisation. In these circumstances, the organisation’s Director of Finance and
the Project’s Senior Responsible Owner must play a lead role in vetting and maintaining the
integrity of the model, since responsibility for its use as a decision making tool ultimately falls to
the organisation.
The minimum requirements for most projects are as follows:
Minimum requirements for a financial model
¨¨ recording a description of the model and the associated methodology
¨¨ agreeing and recording the underlying assumptions (for example, interest rates, inflation,
taxation, capital charges, depreciation etc.)
¨¨ detailing the proposed funding structure
¨¨ preparing the inputs schedules (financial costs, cash-releasing benefits and risk contingencies)
¨¨ preparing the projected ‘profit and loss’
¨¨ preparing balance sheet projections
¨¨ undertaking cash flow projections
¨¨ preparing funding schedules
¨¨ calculating project returns for the different elements of financing
¨¨ preparing supporting schedules – i.e. for loans, fixed assets, taxation, and payments.
Capital and revenue requirements

Following on from the modelling exercise, a statement showing the capital and revenue
requirements for the recommended project should be prepared.
This should set out:
¨¨ the capital and revenue consequences of the preferred option for the project over the lifespan
of the service and/or contract period
¨¨ how this compares with the original capital ceiling for the scheme (if any)
¨¨ any shortfall in capital and revenue requirements (the ‘funding gap’).

This statement should also indicate the capital sum being requested and, ideally, that the
organisation has sufficient income to meet the ongoing costs of the project. The minimum
requirement is as follows:
Summary of financial appraisal

Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Total
etc.
Preferred option:
Capital
Revenue
Total
Funded by:
Existing
Additional
Total
Net effect on prices

It may also be necessary to assess the impact of the proposed Deal on any contract prices that
the organisation charges for its services. For example, a Government Trading Fund or NHS
Trust that charges for its services. Costs should be covered by income, year by year, and the
organisation must be confident that existing customers will continue to contract for services, or
that new purchasers will secure additional contracts.
The impact on prices of capital charges must also be considered, if applicable. Capital charges
are significant when considering the affordability of a development and they must be included
in year-by-year financial projections, together with external financing limit (EFL) allocations,
running costs and contract income from any purchasers.
The benefits that the proposed Deal will deliver and the prices that the organisation will charge
as a result will have an impact on competitiveness. Organisations should, therefore, compare
and benchmark the prices and quality levels of similar services offered by other providers.
The effect on prices should be analysed in sufficient detail for purchasers to ascertain how the
scheme will impact them. This means considering the impact on:
¨¨ the organisation’s prices as a whole
¨¨ the prices for individual services
¨¨ the prices of specific contracts.
Public sector investments are difficult to justify if they lead to an increase in prices for the
organisation’s services.
Impact on the income and expenditure account

The impact of the project on the organisation’s income and expenditure should be assessed.
A qualified accountant who understands the project and the organisation’s business, and
supported by the Organisation’s Director of Finance should record both the current position and
the likely outcome in the OBC.

Impact on the balance sheet

The impact of the project on the organisation’s balance sheet must be assessed. Both the
current position and the likely outcome should be recorded in the OBC by a qualified accountant
who understands the project and the organisation’s business.
Where significant assets are an integral part of the investment, their accounting treatment will
need to be examined (see commercial case). This will require an independent opinion from the
organisation’s auditors.
Stakeholder(s)/commissioner(s) support
Affordability issues are one of the main reasons for delay at the point at which OBCs are
submitted for approval. The key principle here is that the source of funding, and the amount
over time, must be confirmed and the project shown to be affordable throughout its life.
An OBC will only be successful and approved if consultation has been held between the
organisation seeking spend for service improvement and its stakeholders/ commissioners/
purchasers, and other interested parties.
Agreement, in principle, must be obtained for the project from the funders of the scheme. This
should be in written form and included in an annex to the OBC.
The following provides an overview of the issues that should be addressed:
A commissioner’s letter should:
¨¨ demonstrate that the main commissioner and other commissioners have been involved in
developing the project throughout the key stages
¨¨ confirm acceptance of the strategic aims and spending objectives of the project, including its
functional content, size and services
¨¨ confirm that the financial costs of the scheme can be contained within the agreed and available
budget and a willingness and ability to pay for the services at the specified price level
¨¨ state the margins of leeway beyond which support must be re-validated
¨¨ demonstrate that suitable contingency arrangements are in place to work with the provider to
address any current or unforeseen affordability pressures
¨¨ be provided by the appropriate individual(s) within the organisation – usually the chief executive
officer.
Assessing affordability
Assessing affordability requires sound judgment of the organisation’s business and requires that:
1. the balance sheet has been correctly organised and properly accounts for current
assets, current liabilities, long-term liabilities and capital
2. the balance sheet of the organisation is in a healthy state
3. the organisation is solvent
4. the organisation is not over-trading
5. the cash flow of the organisation is sound
6. the necessary allowance has been made for risks.

There are a number of techniques available to the public sector for assessing affordability. Those
in common use within the private sector include:
The balance sheet – items 1 and 2

This involves an assessment of working capital, which is defined as follows:
Working capital = current assets – current liabilities
An organisation should never run short of working capital or over-capitalise. This is a common
reason for business failure. A ratio of current assets to current liabilities of 2:1 is generally agreed
to be the minimum working capital ratio. The ratio is calculated as follows:
current assets
Working capital (ratio) = –––––––––––––––
current liabilities
Solvency – item 3
This means that the organisation can meet any debt obligation in the near future without
jeopardising the liquidity of the business.
Over-trading – item 4
This links in with over-capitalisation, where the organisation is running short of working
capital as a result of having acquired too many assets, leaving itself short of cash for
operational expenses.
In this situation attention must be paid to the organisation’s cash flow; but it is first necessary to
consider the return on capital employed and the return on capital invested.
The return on capital employed enables us to compare the receipts (or profits) earned with the
capital employed to earn them, and may be calculated as follows:
Return on capital employed = net receipts (or profits) – capital employed.
The return on capital invested calculates what the return was overall on the capital used and
takes into account the lost opportunity or ‘opportunity cost’ of the capital employed. As such it
is calculated as follows:
Return on capital invested = net profit – opportunity cost – capital invested
Cash flow – item 5

Assessing cash flow should take into account:
¨¨ the pattern of business activities and trading generally
¨¨ budgeting for cash flow – a forecast which looks ahead and envisages the likely
income and expenditure
¨¨ an assessment of the cash balance at the end of a particular period.
Risks – item 6
There are a number of risks that could affect the affordability of the project. The OBC should
summarise the results of the risk contingencies and sensitivity analysis which underpin the
financial case.
The risks and uncertainties will vary from project to project, but some key questions to
consider are:

¨¨ Would the project be affordable if capital costs were to be x% higher than expected?
¨¨ What if the expected savings were to fall by y%?
¨¨ What circumstances might cause saving targets to be breached?
¨¨ What if income to the organisation were to be reduced by z% or more?
¨¨ Is there a robust strategy in place to guard against these outcomes?
Payback period
Finally, there is the payback period, which measures the rate at which the financial benefits from
the investment ‘pays back’ the initial investment costs. In general, projects with a short payback
period are preferable to those with long payback periods.
Closing affordability gaps

Affordability problems are most likely to occur in the early years of the project – in the
construction and development phase – when benefits are unlikely to be sufficient to offset the
costs of the investment.
However, during the operational phase benefits can be expected to build up gradually, until they
reach the point where the net impact on operating costs and prices to purchasers is negative.
There are a number of remedies if the affordability analysis reveals the preferred option for the
project is unaffordable. These include the following:
¨¨ phasing the implementation of the project’s outputs differently
¨¨ adopting a different design solution for some of the project’s outputs
¨¨ altering the scope of the preferred option – for example, its functional content and/or
the quantity and quality of the services offered
¨¨ finding additional sources of funding – for example, disposal of surplus assets

(if available), further revenue support from the commissioners of the organisation’s
services
¨¨ considering different ways of financing the project – for example, private finance,
operating and financial leases
¨¨ negotiating more competitive or flexible prices from the service provider(s)
¨¨ finding other ways of reducing the costs and/or increasing cash releasing savings
¨¨ permitting service provider(s) to create additional revenue streams and new business,
and sharing in the resultant revenue streams.
There should now be a clear understanding of:
¨¨ the capital and revenue implications of the project
¨¨ the impact on the income and expenditure account and the organisation’s charges for services
(if applicable)
¨¨ the impact on the budget, other sources of available funding and any shortfalls
¨¨ the impact of the project on the organisation’s balance sheet.

There should also be written evidence of commissioner and stakeholder support (if required).
Output from Step 6
The financial case section of the Outline Business Case is now complete and must be kept under review.
Step 7: Planning for successful delivery

Introduction
The purpose of the management case is to put in place the arrangements for the successful
delivery of the project.
Completing the management case requires undertaking the following actions:
Step 7 Planning for successful delivery
Action 20 Plan project management – strategy, framework and plans
Action 21 Plan change and contract management – strategy, framework and plans
Action 22 Plan benefits realisation – strategy, framework and plans
Action 23 Plan risk management – strategy, framework and plans
Action 24 Plan project assurance and Post-Project Evaluation – strategy, framework and plans
Action 20: Plan project management – strategy, framework and plans

Put in place the strategy, framework and plans for successful project delivery using a proven
methodology for guiding investments through a controlled, well managed and visible set of
activities to achieve the desired results and benefits.
There must be evidence that these arrangements are in place.
Programme and Project Methodology (PPM) strategy

The implementation strategy of most organisations for the successful delivery of schemes is to
embrace the principles of programme and project management and to adopt a methodology
for both, based on proven standards and quality management.
Managing Successful Programmes (MSP)

Managing Successful Programmes (MSP) represents proven good practice for successfully
delivering transformational change and is drawn from the experiences of both public and private
sectors.
It is the Cabinet Office’s recommended methodology for the delivery of programmes.
Managing Successful Projects: PRINCE 2

PRojects IN Controlled Environments (PRINCE2) project management methodology represents
proven good practice in project management and is drawn from the experiences of both public
and private sectors over many years.

It is the Cabinet Office’s recommended methodology for the delivery of projects.
Project framework
Summarise the following aspects and capture the key points in a diagram:
¨¨ structure
¨¨ reporting arrangements
¨¨ governance arrangements
¨¨ key roles and responsibilities
¨¨ appointed personnel and any vacancies.
PRINCE2 mandates that the senior responsible owner (SRO), project manager and business
change managers (BCMs) should be members of the project board. The project director should
also be included but this role is not a substitute for the SRO.
Appointment of the senior responsible owner (SRO)

The SRO is accountable for the project, and for ensuring that it meets its objectives and delivers
the expected benefits.
The individual who fulfils this role should be able to lead and champion the project and must be
empowered to direct the project and take decisions; for example, whether to delay or stop any
part of the project. The SRO must have sufficient seniority and authority to provide leadership to
the project and take on accountability for delivery.
The day-to-day leadership of the project may be undertaken by a project director, but this is not
an alternative to the SRO role.
Project Plan
The project plan is used to control and track the progress and delivery of the project and
resulting outcomes. It describes how, when and by whom a specific project, milestone or set of
targets will be achieved. It is the detailed analysis of how identified project targets, milestones,
deliverables and products will be delivered to timescales, costs and quality.
The most up-to-date version of the project plan should be summarised and attached to the OBC.
This project plan should typically include:
¨¨ the deliverables or products to be produced
¨¨ the activities required to deliver them
¨¨ the activities required to validate the quality of the deliverables
¨¨ the resources and time needed for all activities and any need for people with specific
capabilities and competencies
¨¨ the dependencies between activities and associated constraints
¨¨ when activities will occur
¨¨ the points at which progress will be monitored, controlled and reviewed, including
delivery and approval of the business case and undertaking Gateway Reviews/Health
Checks etc.

Use of specialist advisers

The use of specialist advisers is encouraged where the necessary capabilities and competencies
are in short supply for large, significant, complex and novel projects.
The requirement for special advisers usually falls into four key categories in the project plan:
financial, legal, technical and programme / project management. The OBC should indicate how
and when this advice will be used along with expected costs.
Special advisers should be used where an independent and impartial role is required to achieve
the best results. This includes facilitating workshops.
Care must be taken to ensure that ownership of the Business Case and responsibility for its
development is retained by the Project Board.
Action 21: Plan change management – strategy, framework and

outline plans
Put in place the strategy, framework and plans required for managing change.
Projects are about delivering change. This can range from service improvement and business
process re-engineering (BPR) to a transformation in services and the way in which they are
delivered.
Even where change is not seen as the primary driver for investment, as in the case of a
replacement project, every effort should be taken to seize the opportunities for improving the
efficiency of the service and public value.
Change needs to be managed and embraced by individuals within the organisation, hence the
need for a change management strategy (linked to benefits realisation), a change management
framework (to manage anticipated and unexpected change) and a plan (to explain what will be
delivered by whom and when in terms of underlying activities).
Change management strategy

The main purpose of the change management strategy is to assess the potential impact
of the proposed change on the culture, systems, processes and people working within the
organisation.
There are various management strategies for implementing change. The choice of strategy will
depend upon the degree and pace of change required. The degree of service change can range
from increased automation and reconfiguration to the complete transformation of a business
function. The pace of change can range from ‘big bang’ to phased or incremental introduction
depending on the strategic driver and the ability of the organisation to cope with service
change.
The organisation’s choice of change management strategy should be set out in full, together
with its underpinning communication and development (training) strategies.
Change management framework

The responsibility for the delivery of service change belongs to the Project Board and must
remain under its control.

In the case of major societal change, the project may form only one part of a longer-term
strategy involving other projects and programmes, both current and future, within the strategic
portfolio. The associated and anticipated governance and reporting arrangements should be
clearly explained in these circumstances.
Change management plans

The change management plan should set out the communication and developmental
deliverables (for example, training products) required for the implementation phase. These plans
should indicate how relevant personnel within the organisation, including human resources and
staff representatives, have been involved and contributed to date.
Action 22: Plan benefits realisation – strategy, framework and

outline plans
Put in place the management arrangements required to ensure that the project delivers its
anticipated benefits.
Benefits realisation strategy

The benefits realisation strategy should set out arrangements for the identification of potential
benefits, their planning, modelling and tracking. It should also include a framework that assigns
responsibilities for the actual realisation of those benefits throughout the key phases of the
project.
Benefits realisation framework

The responsibility for benefits realisation lies with the SRO for the project, who must ensure that
delivery arrangements are outlined within the OBC.
Benefits register
All projects must capture benefits within a benefits register. This register should also indicate
how those benefits are to be realised.
The benefits register should be updated and reviewed continuously throughout the course of
the project and capture the following information for each benefit:
Benefits Register
Benefits number (unique within the register)
Benefit category & class
Description (including enabling project or activity)
Service feature (what aspect of the project will give rise to the benefit – to facilitate
monitoring)
Potential costs (incurred during delivery)
Activities required (to secure benefit)
Responsible officer
Performance measure (key performance indicator)
Target improvement (expected level of change)
Full-year value
Timescale

All the benefits identified in the strategic case and economic case sections of the OBC must
be accounted for within the benefits register. This includes the economic appraisal for the
preferred option.
Action 23: Plan risk management – strategy, framework and outline plans
Put in place arrangements for managing and mitigating risks during the key phases of the
project.
Risk management is a structured approach to identifying, assessing and controlling risks that
emerge during the course of the project lifecycle. Its purpose is to support better decision-
making through understanding the risks inherent in a proposal and their likely impact.
Effective risk management supports the achievement of wider aims, such as:
¨¨ effective change management
¨¨ the efficient use of resources
¨¨ better project and project management
¨¨ minimising waste and fraud
¨¨ innovation.
Risk management strategy

Strategies for the proactive and effective management of risk involve:
¨¨ identifying possible risk in advance and putting mechanisms in place to minimise the
likelihood of them materialising with adverse effects
¨¨ having processes in place to monitor risks, and access to reliable, up-to-date

information about risks
¨¨ the right balance of control to mitigate against the adverse consequences of the risks,
if they should materialise
¨¨ decision-making processes supported by a framework for risk analysis and evaluation.
Risk management strategies for individual projects should be adopted in a way that is
appropriate to their scale.
Risk mitigation
Recognised methods for the mitigation of risk throughout the lifespan of the project include:
¨¨ early consultation – experience suggests that costs tend to increase as more

requirements are identified (scope creep). Early consultation will help to identify what
the requirements are and how they might be addressed (scope creep is a risk which
needs careful management)
¨¨ avoidance of irreversible decisions – where lead options involve irreversibility, a full

assessment of the costs should include the possibility of delay, and allowing more time
for investigating alternative ways to achieve the objectives

¨¨ pilot studies – acquiring more information about risks affecting a project through pilot
studies allows steps to be taken to mitigate either the adverse consequences of bad
outcomes, or to increase the benefits of good outcomes
¨¨ design flexibility – where future demand and relative price are uncertain, it may be
worth choosing a flexible design adaptable to future changes, rather than a design
suited to only one particular outcome. Breaking a project into stages, with successive
review points at which the project could be stopped or changed, can also increase
flexibility
¨¨ precautionary action – where this can be taken to mitigate a perceived risk. The
precautionary principle states that because some outcomes are so bad, even though
they may be very unlikely, action is justified. In cases where such risks have been
identified, they should be drawn to the attention of senior management and expert
advice sought
¨¨ procurement and contractual intervention. Risk can be contractually transferred to

other parties and maintained through good contractual relationships, both informal
and formal.
¨¨ making less use of leading edge technology. If complex technology is involved,

alternative, simpler methods should be considered, especially if these reduce risk
considerably whilst providing many of the same benefits
¨¨ develop different options. Following the risk analysis, the appraiser may want to re-
instate options, or to develop alternative ones that are either less inherently risky or
deal with the risks more efficiently
¨¨ abandon the proposal. Finally, the proposal may be so risky that whatever mitigation is
considered, it has to be abandoned.
By reducing risks in these ways, the expected costs of a proposal are lowered or the expected
benefits increased. As can be seen, benefit and risk are simply two sides of the same coin and
successful delivery depends on the effective identification, management and mitigation of risk.
Risk management framework

Public sector organisations should foster a pragmatic approach to risk management at all levels.
This involves:
¨¨ establishing a risk management framework, within which risks are identified, mitigated
and managed
¨¨ senior management support, ownership and leadership of risk management policies
¨¨ clear communication of organisational risk management policies to all staff
¨¨ embedding risk management fully into business processes and ensuring it is applied
consistently.
These actions should help establish an organisational culture that supports well thought out risk
taking and innovation.
The arrangements for the management of risk should be outlined, together with the respective
roles and responsibilities and reporting lines of the posts concerned. These should be made clear
in relation to the overall project management arrangements.

Risk register
All projects must capture risks within a risk register. This register should indicate how those risks
are to be mitigated and managed.
The risk register should be updated and reviewed continuously throughout the course of the
project and capture the following information for each risk:
Risk Register
Risk number (unique within the Register)
Risk type
Author (who raised it)
Date identified
Date last updated
Description (of risk)
Likelihood
Interdependencies (between risks)
Expected impact/value
Bearer of risk
Countermeasures
Risk status (action status)
All the risks identified in the strategic case and economic case sections of the OBC must
be accounted for within the risk register. This includes the economic appraisal for the
preferred option.
Additional information on risk management may be obtained from the National Audit Office
(NAO), HM Treasury and the Cabinet Office.
Action 24: Plan project assurance and Post-Project Evaluation – strategy,

framework and plans
Put in place the necessary arrangements for Project Assurance, Monitoring and Evaluation.
Project Assurance
Project assurance provides independent and impartial assessment that the project’s spending
objectives can be delivered successfully and improves the prospects of achieving intended
outcomes and benefits.
Projects may be subject to one or more of the following assurance reviews:
¨¨ The Project Validation Review.
¨¨ Project Assessment Reviews (PARs).
¨¨ Gateway Reviews – 0 for programmes.
A brief explanation of these methods of project assurance is provided within Chapter 1.
Other forms of assurance include: quality assurance; technical assurance; security assurance.

Post-Project Evaluation strategy

The purpose of Post-Project Evaluation (PPE) is twofold:
¨¨ to improve project delivery through lessons learnt during the project delivery phase.
This is often referred to as the ‘Project Implementation Review’ (PIR)
¨¨ to appraise whether the project has delivered its anticipated outcomes and benefits.
This is often referred to as the ‘Post Evaluation Review’ (PER).
This section of the OBC should set out the organisation’s strategy for both aspects of PPE explain
whether the PIR and PER are to be undertaken jointly or separately.
The PIR is linked to Gateway Review stage 5 (operations review and benefits realisation).
Post-Project Evaluation framework

This section should outline management arrangements for ensuring that PPE will take place. This
is a key responsibility of the SRO.
Post-Project Evaluation plans

This section should set out the expected timescales for post project evaluation. These
arrangements should be included in the project plan with the individuals responsible for
their delivery.
Workshop 5 – Successful Delivery Arrangements

At least one workshop is recommended for the completion of the management case section
of the OBC, so that the key stakeholders are engaged early on, and can challenge and assist to
shape the direction of the project.
Workshop 5 Putting in place arrangements for successful delivery

Objectives ¨¨ To develop strategies, frameworks and plans for:
¡¡ project management
¡¡ change and contract management
¡¡ benefits realisation and risk management
¡¡ project assurance and evaluation
¨¨ To agree the project delivery plan.
¨¨ Facilitator.
Outputs ¨¨ Management and delivery arrangements.
¨¨ Project assurance arrangements.
¨¨ Post-Project Evaluation arrangements.

There should now be clear understanding of the:
¨¨ project management and governance arrangements
¨¨ project plan
¨¨ change management arrangements
¨¨ benefits realisation arrangements, including an attached benefits register
¨¨ risk management arrangements, including an attached risk register
¨¨ project assurance arrangements
¨¨ post project evaluation arrangements.
Output from Step 7
The management case section of the Outline Business Case is now complete and must be kept under
review.
Outcome of Stage 7 and preparation of the OBC
The OBC has now been completed for the agreement of senior management and the approving
authority.
A Gateway Review 2 (delivery strategy) should be considered prior to formal submission. This will
provide assurance to senior management, stakeholders and the approving authority that the project
can be successfully delivered.
Management considerations include:
¨¨ approving the OBC and agreeing to the next stage: the development of the FBC, prior to
procurement
¨¨ modifying the scope of the project and including further options
¨¨ undertaking a full study to test further key assumptions
¨¨ postponing or abandoning the project, because it is considered either too expensive, too
ambitious or too high risk.

7
Procuring the proposal and
preparing the Full Business
Case (FBC)
Introduction
The purpose of the Full Business Case (FBC) is to:
¨¨ identify the market place opportunity which offers optimum Value for Money (VfM)
¨¨ set out the commercial and contractual arrangements for the negotiated Deal
¨¨ confirm the Deal is still affordable
¨¨ put in place the detailed management arrangements for the successful delivery,
monitoring and evaluation of the scheme.
Much of the work involved in producing the FBC focuses upon revisiting and updating
the conclusions of the Outline Business Case (OBC) and documenting the outcomes of the
procurement.
Step 8: Procuring the VfM solution

This step involves revisiting and updating the strategic case and economic case dimensions
of the business case to confirm the current situation in terms of the case for change and the
continued efficacy of the preferred option following the procurement exercise.
The main actions are set out below:
Step 8 Procuring the VfM solution
Action 25 Revisit the case for change
Action 26 Revisit the OBC options
Action 27 Detail procurement process and evaluation of Best And Final Offers (BAFOs)
Action 25: Revisit the case for change

Revisit the case for change, because the rationale for the project may have altered since the OBC
was approved, due to evolving business needs and changing service requirements.
Updating the strategic case

Confirm that the case for change remains as set out in the OBC. Additional business needs and
requirements that have arisen since the submission and approval of the OBC will require the case
for change to be revisited and updated.
Ensure the spending objectives have been made SMART for the purpose of post evaluation and
updated to reflect the latest information regarding the rationale, drivers, anticipated outcomes
and benefits for the project.

Chapter 7: Procuring the proposal and preparing the Full Business Case (FBC)
Attach further confirmation of the organisation’s commissioners and other key stakeholders, if
applicable.
Action 26: Revisit the OBC options

To confirm that the options identified in the OBC economic case are still valid and their rankings
remain the same.
The purpose of this action is evidence that the preferred option remains the same as that
identified at the OBC stage. Any new options must be clearly identified and any adjustments to
existing options explained.
Revisiting the OBC options

Confirm that the conclusions of the OBC economic appraisal still remain valid at FBC stage.
The analysis from the OBC stage must be updated in the FBC because new information affecting
the ranking of the options may have become available since the approval of the OBC.
For example:
¨¨ the relative rankings may have changed as a result of supplier side offerings, prices and
other costs
¨¨ the expected benefits of the OBC preferred option may be lower, or the anticipated
benefits of another option higher, which may change the previous ranking of the
options
¨¨ the level of uncertainty in a high risk option may have reduced making it more
attractive
¨¨ operational changes may have led to significant changes in the preferred option.
If any of the key assumptions have altered, the FBC must demonstrate that the recommended
option continues to offer better public value than the other available options, including the ‘do
minimum’ (if applicable).
Revisiting the procurement method

Confirm that the project has been procured by the most appropriate method.
At the OBC stage, different methods of funding and procurement were examined. If the OBC
recommended that some form of private finance was deliverable and potentially offered better
VfM than conventional funding, a privately financed option may have been pursued. At the FBC
stage, any private finance offer must be appraised against the public sector comparator (PSC)
and ‘do minimum’ options outlined in the OBC to confirm VfM.
The principles of economic appraisal are the same as those used to identify the preferred option
at OBC stage.
The Public Sector Comparator (PSC)

Refine the PSC before undertaking any further appraisal to reflect knowledge gained from the
procurement. This is to enable ‘a like-for-like’ comparison of the cost of providing services in-
house with the service providers’ solutions on an outsourced or privately financed basis.

Revisions to the PSC should avoid mimicking any design, engineering or operational attributes
offered by service providers during the procurement phase and focus on ensuring that scope of
the required outputs required remains consistent so as to enable meaningful comparisons to be
made.
It should not be necessary to adjust the ‘do minimum’ option at this stage.
Risk adjustment
Revisit the ‘cost of risk’ retained by the public sector, as calculated within the PSC outlined at the
OBC stage.
This is a minimum requirement that should also be undertaken for the risk values of the Business
As Usual (BAU) and ‘do minimum’ options, depending on which was carried forward as the
benchmark for VfM in the shortlisted options appraisal.
The main service risks in the design, build, funding and operational phases of the project
should be fully identified and quantified (£) at the FBC stage. The residual use of optimism bias
to measure continued uncertainties should be minimal and generally no more than 2% for a
standard capital scheme (Step 4, Action 13 refers to this).
Action 27: Detail the procurement process and the evaluation of Best And
Final Offers (BAFOs)
Update the economic case to provide a summary of the procurement process and how the Best
And Final Offers (BAFOs) were evaluated and the preferred bidder selected.
The purpose of this action is to evidence that the recommended service provider offers the ‘most
economically advantageous offer’ in relation to other service providers, and that the option is
offering best public value.
The procurement process

Confirm the procurement strategy, route and evaluation criteria were followed as set out in the
OBC and explain any changes.
List the service providers:
¨¨ who expressed interest at the pre-qualification and the reasons for any rejections
¨¨ who were taken forward into the ‘long-list’ and ‘short-list’ (Best and Final Offer
(BAFO)) stages of the procurement and the reasons for any rejections.
Record the preferred service provider(s) together with the reasons for their selection.
A copy of the procurement report may be attached to the FBC for this purpose.
FBC economic appraisals

Prepare economic appraisals for each of the ‘short-listed’ service providers at the BAFO stage of
the procurement, in accordance with the guidance provided for economic appraisals at the OBC
stage of the business case.
The economic appraisals must account for the full cost of the scheme, including any
‘attributable’ costs falling to the organisation and other parts of the public and private sectors
over the contractual and expected lifespan of the service. This is required because different
service providers offer different levels of service provision, leading to different levels of cost,
including risk, and benefit falling to the public sector.

The recommended option should then be appraised against the BAU, ‘do minimum’ and PSC
and other in-house options, as required, taking into account any adjustments made as a result
of earlier Action 26 (revisit the OBC options), the further assessment of non-financial benefits
and risks and sensitivity analysis.
The option offering best public value should be the choice recommended for the approval,
subject to affordability.
Post-FBC approval prior to contract signature

The FBC must be re-submitted for approval if the costs, benefits or contract terms vary
significantly post-FBC approval.
The relevant thresholds should be stipulated by the approving authority.
¨¨ any changes to the strategic context and the case for change
¨¨ the procurement process and service providers’ offers
¨¨ how the selection of the preferred service provider was made on the basis of an updated PSC (if
applicable) and the investment appraisals, including the benchmark for VfM, using HM Treasury
Green Book rules.
Output of Step 8
The strategic and economic cases have now been revisited, updated and completed in respect of the
FBC.
Step 9: Contracting for the Deal

Introduction
This step involves revisiting and updating the commercial case dimension of the business case to
reflect the negotiated Deal and its financial consequences over the lifespan of the contract and
service.
The main actions are set out below:
Step 9 Contracting for the Deal
Action 28 Set out the negotiated Deal and contractual arrangements
Action 29 Set out the financial implications of the Deal
Action 28: Set out the negotiated Deal and contractual arrangements
Document the Deal that has been negotiated by the public sector organisation and its choice of
service provider.

The standard headings for the commercial case should be used to explain:
¨¨ the service streams and outputs which are being contracted
¨¨ the implementation timescales which have been agreed for their delivery
¨¨ the allocation of risk negotiated between the public sector and preferred service
provider
¨¨ the underpinning method of payment for these services and outputs, including the
premiums for risk transfer
¨¨ the type of contract used and the key contractual issues
¨¨ A copy of the proposed contract should be attached to the FBC.
¨¨ In the case of PPP (PFI) procurements, the contract form should be compliant with the
relevant Treasury and Cabinet Office standards
¨¨ the accountancy treatment of the negotiated Deal, with confirmation from the
organisation’s external auditors, as required.
¨¨ a detailed explanation of any personnel implications (for example, TUPE) and how they
are being managed.
Action 29: set out the financial implications of the Deal

Confirm the affordability of the negotiated Deal.
The standard headings for the financial case should be used to explain:
¨¨ how the charges for the preferred service provider’s offer have been modelled,
including the resultant benefits
¨¨ the capital and revenue implications of the resultant Deal, including any financial costs
falling to the organisation
¨¨ the net effect on the organisation’s charges (prices) – if any
¨¨ the impact on the organisation’s income and expenditure account and balance sheet –
duly confirmed by the external auditor
¨¨ the overall affordability and funding arrangements for the Deal, including (written)
confirmation from the organisation’s commissioners and other key stakeholders and
any contingency arrangements for overspends.
There should now be a clear understanding of the financial implications of the proposed Deal, both
in terms of the organisation’s contractual obligations and associated spend in support of the required
services.
Output of Step 9
The commercial and financial cases have now been revisited, updated and completed in respect of
the FBC.

Step 10: Ensuring successful delivery

Introduction
This step requires revisiting and updating the management dimension of the business case
to record the detailed management arrangements that have been put in place to ensure the
successful delivery and evaluation of the project.
The main actions are as follows:
Step 10 Ensuring successful delivery
Action 30 Finalise project management arrangements and plans
Action 31 Finalise change management arrangements and plans
Action 32 Finalise benefits realisation arrangements and plans
Action 33 Finalise risk management arrangements and plans
Action 34 Finalise contract management arrangements and plans
Action 35 Finalise Post-Project Evaluation arrangements and plans
Action 30: Finalise project management arrangements and plans

Revisit the project management arrangements and plans that were outlined in the OBC
and explain what has been agreed and finalised for the successful delivery of the project in
accordance with best practice.
The project management strategy should be revisited and updated, as required.
The existing framework (project structure, reporting lines, roles and responsibilities) should be
shown, together with named individuals, any vacancies and plans for any future changes.
The latest version of the project plan should be attached to the FBC. This must reflect the
implementation timescales agreed with the service provider for the delivery of the negotiated
services and be signed off by the stakeholders and customers (end users) for the services.
Action 31: Finalise change management arrangements and plans

Revisit the change management arrangements and plans that were outlined in the OBC
The change management strategy should be revisited and updated, as required.
shown, together with named individuals, any vacancies and any plans for future changes.
The latest version of the change management plan should be attached to the FBC. This must
reflect the specific training and developmental needs of key groups of personnel and any
required communication arrangements. It should be signed off by the stakeholders for the
services and indicate customer (end user) involvement.

Action 32: Finalise benefits realisation arrangements and plans

Revisit the benefits realisation arrangements and plans that were outlined in the OBC and
explain what has been agreed and finalised for the successful delivery of the project in
The strategy for the realisation of benefits during the key phases of the project should be
revisited and reaffirmed within the FBC.
The benefits register

The organisation’s plan for the ongoing management and delivery of benefits should be
captured within the benefits register, which must be completed in full and attached to the FBC.
It should cover all the benefits – financial, non-financial and qualitative – identified during the
implementation and operational phases of the project.
The ‘owner’ of the benefits register should be named and their reporting line identified to the
senior responsible owner (SRO), who is ultimately responsible for benefits delivery. It should be
confirmed that the benefits register will be reviewed regularly and form part of the standing
agenda for future project boards.
Action 33: Finalise risk management arrangements and plans

Revisit the risk management arrangements and plans that were outlined in the OBC and explain
what has been agreed and finalised for the successful delivery of the project in accordance with
best practice.
The strategy for the management of risks during the key phases of the project should be
revisited and reaffirmed within the FBC.
The risk register

The organisation’s plan for the ongoing mitigation and management of risk should be
encapsulated within the risk register, which must be completed in full and attached to the FBC.
The register should cover all the business and service risks identified during the design, build,
implementation, operational and re-procurement phase (if applicable) of the project.
The ‘owner’ of the risk register should be named and their reporting arrangements notified to
the senior responsible owner (SRO). It should also be confirmed that the risk register will be
reviewed regularly and form part of the standing agenda for future project board.
Contingency plan
The organisation should provide details of its contingency plan(s) in the event of the non-
delivery of the contracted services to the required level of performance and availability at some
unspecified future point in time.

Action 34: Finalise contract management arrangements and plans

Record the contract management arrangements and plans that have been agreed and finalised
for the successful management of the service in accordance with best practice. This should
include both the formal and informal arrangements that have been put in place for the strategic
and operational management of the contract.
Contract change
The more regular contract management arrangements will have been covered in the contract
and indicated in the commercial case (see contractual arrangements). These largely take care of
the day-to-day management of the service and cover subjects such as performance; availability;
minor changes; the escalation procedure for difficulties etc.
However, over the lifespan of the service contract it is likely that there will be some significant
changes given that it is in the nature of a successful organisation to anticipate and adapt to
meet changing circumstances.
In accordance with the ‘partnering’ principle, the organisation should consider its strategy
for managing future contractual change. Best practice suggests regular face-to-face meetings
between senior managers from both the customer and supplier organisations and dealing with
change in the context of a ‘shared vision’. This helps to manage expectations on both sides and
to reduce eventual cost.
The organisation should consider who will adopt this role over the lifespan of the contract and
plan accordingly. Any arrangements should be noted in the FBC.
Action 35: Finalise Post-Project Evaluation arrangements and plans

Revisit the post project evaluation arrangements and plans that were outlined in the OBC
The FBC should record:
¨¨ The arrangements for future Cabinet Office Gateway Reviews and organisational
Health Checks (if applicable) at Gateway Review 3 (investment decision); Gateway
Review 4 (readiness for service) and Gateway Review 5 (operational review and
benefits realisation).
Gateway 3 should take place prior to the formal submission of the FBC to the
approving authority
¨¨ The arrangements for post project evaluation. These reviews may be undertaken
separately or in conjunction with Gateway Review 5 (operational review and
benefits realisation).
The Project Implementation Review (PIR) should be undertaken as soon as possible

after the implementation of the service to capture lessons learnt.
The Post-Evaluation Review (PER) for reviewing how well the service is running and
delivering its anticipated benefits should typically take place within 6 to 12 months
after the commencement of service, and thereafter as required by the benefits
delivery plan.
The arrangements for Gateway Reviews / Health Checks and PPE should be included in the
project management plan.

¨¨ how the project will be managed
¨¨ how change within the organisation will be implemented
¨¨ how the benefits will be realised
¨¨ how the business and service risks will be mitigated and managed
¨¨ how major contract change will be handled over the longer term
¨¨ how the project will be reviewed periodically
¨¨ the contingency plans in the event of service failure.
Output of Step 10
The management case has now been revisited, updated and completed in respect of the FBC.
Outcome of Stage 3 and preparation of the FBC
The FBC has now been completed.
A Gateway Review 3 (investment decision) should now be considered for the project, prior to the formal
submission of the FBC to the approving authority.
All parties should now be content for the project to proceed to contract signature, providing the above
work has been completed satisfactorily and the resultant scheme is affordable.
The FBC must be re-submitted for approval if the costs, benefits or contract terms vary significantly
post-FBC approval. The approving authority should stipulate the relevant thresholds as a condition
of approval.

8
Introduction
Reviewing the Business Case:
SOC, OBC and FBC
This chapter provides some basic criteria for the review of the business case at its key stages
of development: Strategic Outline Case (SOC), Outline Business Case (OBC) and Full Business
Case (FBC).
The Strategic Outline Case

The key purpose of the SOC is to:
¨¨ establish the strategic context for the spending proposal
¨¨ evidence the case for change
¨¨ establish the preferred way forward.
Key Review Criteria Main evidence Required

Strategic case
1. Is the proposed scheme an integral part of the ¨¨ Extracts from business and other relevant strategies.
organisation’s business strategy? ¨¨ Reference to relevant government and
organisational policies.
2. Is the proposed scheme sufficiently large and ¨¨ Relevant extracts from business and other
stand-alone to form a project or could it be more strategies.
sensibly be undertaken as part of another ¨¨ Reference to scoping documentation.
programme or project?
¨¨ Relevant extracts from strategy board minutes.
3. Are the spending objectives and underpinning ¨¨ SMART spending objectives.
business needs defined clearly and supported by ¨¨ Evidence of stakeholder and customer involvement
the key stakeholders and customers? and support.
4. Is the scope for potential change to current services ¨¨ Clear statement of business outcomes and service
and business processes clearly defined? outputs.
¨¨ Statement of any security and confidentiality issues.
5. Have the main benefits been clearly defined by key ¨¨ Outline of benefits realisation plan.
stakeholders and customers, alongside ¨¨ Direct and indirect to the organisation and wider
arrangements for their realisation? public sector.
¨¨ Cash (£) and non-cash-releasing.
¨¨ Ranking of benefits by key stakeholder.
6. Have the main risks been identified, alongside ¨¨ Outline of risk management strategy. Business
arrangements for their management and control? risks.
¨¨ Service risks.
¨¨ Likely probabilities and impact (high, medium
or low).
7. Have the key organisational constraints and ¨¨ Evidence of critical path.
business dependencies been identified? ¨¨ Related programmes and projects.
¨¨ Assessment of internal and external constraints.

Chapter 8: Reviewing the Business Case: SOC, OBC and FBC
Key Review Criteria Main evidence Required

Economic case
8. Have the CSFs for options appraisal been ¨¨ Prioritised CSFs (high, medium or low).
identified? ¨¨ Relevant performance measures.
9. Has a sufficiently wide range of options been ¨¨ Use of a feasibility study.
identified and assessed within the long-list? ¨¨ 10 to 12 main options – full description.
¨¨ Use of the Options Framework filter for:
¡¡ potential scopes
¡¡ potential solutions
¡¡ methods of service delivery
¡¡ implementation
¡¡ funding sources.
10. Has a preferred way forward been identified ¨¨ SWOT analysis of options against:
following robust analysis of the available options? ¡¡ spending objectives
¡¡ critical success factors
¡¡ benefits criteria
¡¡ evidence of likely support from key
stakeholders.
11. Has a short-list with indicative Net Present Social ¨¨ Minimum of three to four options, including:
Values (NPSV) been prepared for further ¡¡ Business As Usual (BAU)
examination and appraisal?
¡¡ Preferred way forward
¡¡ Do minimum (if different)
¡¡ Public Sector Comparator (if required)
Commercial case
12. Has a requirements analysis been undertaken? ¨¨ Description of potential Deal
13. Has a market analysis been undertaken? ¨¨ Market soundings
14. Has the project been prepared in accordance with ¨¨ Existing service providers
the organisation’s arrangements in response to the ¨¨ Requirements analysis
Government commercial operating standards?
¨¨ Government commercial operating standards for:
1. blueprint and resources
2. pipeline and planning
3. senior responsible owners and expertise
4. early cross-functional analysis of options
5. maximising competition
6. contracting
7. contract management
8. Supplier relationships.
Financial case
15. Has a high-level assessment of affordability and ¨¨ Indicative costs (£).
source(s) of required funding been undertaken? ¨¨ Likely sources or organisational funding.
Management case
16. Has a high-level assessment of the achievability ¨¨ Indicative time-scales.
and deliverability of the project been undertaken? ¨¨ Use of special advisers.
¨¨ Feasibility study.
¨¨ Peer review.
17. Are all the necessary arrangements in place for the ¨¨ Outline Programme and Project Board. and
successful completion of the next phase? reporting arrangements.
¨¨ Project manager and team.
¨¨ Project plan and agree deliverables.
¨¨ Budget allocation and resources.

The Outline Business Case

The key purpose of the OBC is to:
¨¨ revisit the SOC assumptions and main findings
¨¨ establish the preferred option
¨¨ put in place the arrangements for the procurement of the scheme.
Key review criteria Main evidence required

Strategic Case
1. Are the SOC spending objectives and planning ¨¨ Are they set at an appropriate level and SMART:
assumptions still valid? ¡¡ specific
¡¡ measurable
¡¡ achievable
¡¡ relevant
¡¡ timely
¨¨ Still supported by stakeholders and customers.
2. Do the services to be procured in the SOC still ¨¨ Organisational context.
provide best fit in relation to organisational needs? ¨¨ Existing and future changes in needs.
¨¨ Expected changes in volumes and mix of services.
¨¨ Other existing, planned or possible services.
¨¨ Security and confidentiality issues.
3. Have any outstanding differences at SOC stage ¨¨ Continued stakeholder commitment and
between stakeholders and customers been involvement.
satisfactorily resolved? ¨¨ Communication strategy.
4. Has the assessment of likely benefits, risks, ¨¨ Updated benefits criteria – benefits study.
constraints and dependencies in the SOC been ¨¨ Updated risk assessment – risk study.
revisited and examined in further detail?
¨¨ Ongoing assessment – business strategies and
plans.
Economic case
5. Were the long-listed options in the SOC revisited ¨¨ New options.
and subjected to further scrutiny? ¨¨ CSFs revisited.
¨¨ Options ranked, weighted and scored.
6. Were the short-listed options in the SOC revisited ¨¨ Economic appraisals for shortlisted options,
and subjected to robust analysis? including:
¡¡ ‘BAU and ‘do minimum’
¡¡ PSC
¡¡ PFI (PPP) solution(s)
¨¨ Use of appropriate tools:
¡¡ Cost Benefit Analysis (CBA)
¡¡ sensitivity analysis
¡¡ risk (£) quantification.
7. Has the PSC been constructed and assessed in ¨¨ Realistic solution capable of implementation.
accordance with HM Treasury guidance? ¨¨ Risks identified, apportioned and measured for all
project stages:
¡¡ Design
¡¡ Build
¡¡ Finance
¡¡ Operate
¨¨ PFI (PPP) costs, where available.


8. Does the preferred option provide best public ¨¨ Rigorous use of investment appraisal tools and
value? techniques.
¨¨ All assumptions recorded.
¨¨ Achievable benefits streams.
¨¨ Stakeholders and customers support.
Commercial Case
9. Has the procurement strategy for the successful ¨¨ Consideration of procurement options including:
delivery of the required services been considered ¡¡ use of preferred bidder
and prepared in sufficient detail?
¡¡ draft advertisement
¡¡ evaluation criteria
¡¡ negotiation strategy
¡¡ procurement plan and timetable.
10. Is there sufficient scope for a potential Deal, which ¨¨ Potential for innovation within the provision of
meets organisational needs while offering services and solutions.
best VfM? ¨¨ Potential for risk transfer in Design, Build, Finance,
Operate stages.
¨¨ Potential for new business and alternative revenue
streams.
¨¨ Likely contract length.
11. Has the potential deal been considered in sufficient ¡¡ Preparation of Outline Based Specification
detail? The how rather than what. (OBS)
¡¡ core, desirable and optional services
¡¡ delivery time-scales (phased improvements
etc.)
¡¡ potential payment mechanisms
¡¡ ownership of residual assets
¡¡ service levels and performance measures.
12. Is there a clear understanding of the business ¨¨ Change management plans.
change agenda? ¨¨ Proposed mechanisms and milestones.
¨¨ Assessment of personnel implications.
13. Is the potential Deal still likely to be acceptable and ¨¨ Market research and surveys.
bankable within the private sector? ¨¨ Use of standard contractual terms and conditions.
¨¨ Benchmarks – similar projects.
Financial case
14. Is the solution still likely to be affordable? ¨¨ Financial appraisals for preferred option, including
full assessment of:
¡¡ capital and current requirements
¡¡ net effect on prices
¡¡ balance sheet impact
¡¡ income and expenditure account
¡¡ stakeholder and customers agreement.


Management case
15. Are all the necessary arrangements in place for the ¨¨ Programme methodology (MSP).
successful completion of the next phase? ¨¨ Project methodology (PRINCE2):
¡¡ project board and structure
¡¡ project manager and team
¡¡ project plan
¡¡ project resources and budget
¡¡ reporting mechanisms
¨¨ Use of external advisers
¡¡ legal
¡¡ financial
¡¡ other
¨¨ Outline arrangements for:
¡¡ benefits study and realisation plan
¡¡ risk management strategy and plan
¡¡ change management strategy and plan
¡¡ contract management
¨¨ Arrangements for evaluation:
¡¡ peer reviews
¡¡ Cabinet Office Gateway reviews (if required)
¡¡ project implementation reviews
¡¡ post-evaluation reviews
¨¨ Contingency plans
The Full Business Case

The key purpose of the FBC is to:
¨¨ revisit the assumptions and main finding of the OBC
¨¨ evidence the most economically advantageous tender (MEAT) for the project
¨¨ establish that the management arrangements for successful delivery are in place.

Strategic Case
1. Does the recommended Deal still provide synergy ¨¨ Notification of any changes during negotiations.
and best fit with other parts of the organisation’s ¨¨ Ongoing evaluation of business strategies and
business strategy? plans.
Strategic fit
2. Does the recommended Deal still satisfy OBC ¨¨ SMART spending objectives (revisited).
objectives and business needs? ¨¨ Notification of any changes during negotiations.
¨¨ Written confirmation of agreement on part of
stakeholders and customers.
3. Does the recommended Deal still provide all of the
required services – both current and future? ¨¨ Clear statement of service requirements and
outputs.
¨¨ Change control arrangements.
¨¨ Notification of any changes during negotiations:
¡¡ additional services
¡¡ agreement of stakeholders and users
¡¡ business justification and CBA.


Economic case
4. Was a wide range of bids received from service ¨¨ Assessment of earlier assumptions.
providers in response to the invitation to tender ¨¨ Use of evaluation criteria:
¡¡ long-list of suppliers
¡¡ short-list of suppliers
¨¨ Description of each bid received at BAFO.
¨¨ Method of treatment for varying bids.
¨¨ Basis for selection of preferred bidder (if applicable).
5. Was the most economically advantageous offer ¨¨ Preparation and assessment of economic appraisals
selected? for:
¡¡ BAU and do minimum
¡¡ revised PSC
¡¡ best and final offers and/or
¡¡ preferred bidder (if selected)
¨¨ Use of appropriate tools:
¡¡ sensitivity analysis
¡¡ risk (£) quantification
¡¡ evaluation of qualitative benefits
¡¡ Use of CBA.
Commercial Case
6. Was the procurement undertaken in accordance ¨¨ Overview of procurement process.
with appropriate procurement legislation? ¡¡ deviations from procurement strategy
¡¡ use of legal and procurement advice (internal
and external advisers).
7. Can the selected service provider deliver the ¨¨ Outline of the agreed Deal
required deliverables and services? ¡¡ services – current and future
¡¡ delivery time-scales
¡¡ design
¡¡ build
¡¡ operate
¡¡ payment mechanisms
¡¡ performance and availability
¡¡ volume and usage
¡¡ incentives
¡¡ future change
¡¡ new business and alternative revenue streams
¡¡ ownership of residual assets
¡¡ service levels and performance measures.
¨¨ Business, technical and cultural fit – track record.
8. Have negotiations resulted in a robust and legally ¨¨ Use of specialist adviser(s).
enforceable contract? ¨¨ Use of standard terms and conditions.
¨¨ Key contractual terms agreed.
9. How will business and service change be delivered ¨¨ Assessment of known and expected change.
and implemented successfully over the lifespan of ¨¨ Formula for handling unexpected change.
the contract period?
¡¡ benchmarking
¡¡ market testing arrangements.


Financial case
10. Is the proposed investment still affordable? ¨¨ Financial appraisals for recommended Deal,
including full assessment of:
¡¡ capital and current requirements
¡¡ net effect on prices
¡¡ impact on the balance sheet
¡¡ income and expenditure account.
¨¨ Stakeholder and customers agreement.
¨¨ Confirmation of finance directorate.
Management case
11. Have the business and cultural implications of the ¨¨ Agreed programmes for:
intended service been fully understood and taken ¡¡ change management
into account?
¡¡ business process re-engineering.
¨¨ Staff-side representation.
¨¨ Personnel implications.
12. Are all the arrangements in place for the successful ¨¨ Contract management strategy, including disputes
implementation and delivery of the required resolution procedures.
services? ¨¨ Skilled contract management team.
¨¨ Agreed schedules for service streams and outputs.
13. How will the benefits be delivered and associated ¨¨ Detailed benefits realisation plan.
business and service risks managed throughout the ¨¨ Robust risk management strategy
lifespan of the service?
¨¨ Monitoring and reporting arrangements- registers
and regular audits.
14. Are all the necessary arrangements in place for ¨¨ Agreed arrangements for evaluation:
Project Monitoring and Evaluation during and after ¡¡ peer reviews
Implementation?
¡¡ Cabinet Office Gateway reviews (if required)
¡¡ project implementation reviews
¡¡ post-evaluation reviews.
15. Are contingency plans in place should the ¨¨ Contingency plans.
recommended Deal fail at any stage? ¨¨ Arrangements for regular review.

Annex A: Case Study showing the
relationship between strategy,
programme and project
Organisational Strategy Programme Project
Purpose and To deliver the vision, mission To deliver medium term To deliver short-term
focus and long-term objectives of objectives for change, objectives, typically involving
the organisation, typically typically involving improved improved economy of service
involving transformational quality and efficiency of and enabling infrastructure.
service change. service. Regional School
National Strategy for Improving School Improvement Project A
Improving Pre-16 year old Buildings Programme
Educational Attainment
Scope and Strategic portfolio comprising Programme portfolio Project comprising the
content the required programmes on comprising the required products and activities
the critical path for delivery of projects and activities on the required for delivery of the
required benefits. critical path for delivery of agreed output.
Improving Schools anticipated outcomes. Work streams:
Building Programme Regional School School building
Review of Pre-16 Improvement Project A refurbishment
Curriculum Programme Regional School New equipment
School Teachers Training Improvement Project B
Upgrading &
Programme Regional School Replacement IT
Improvement Project C
Product Organisational Strategy Programme Business SOC, OBC and FBC for
and business plans Case (PBC) large projects
BJC for smaller schemes
Monitoring, 10 year strategy 7 year programme 2 year project
evaluation and Review at least annually and Monitor and Evaluate during Monitor and Evaluate during
feedback update as required. implementation and on implementation and on
completion of each tranche. completion of project and
Annual reviews as a minimum feedback to programme.
and feedback into strategy
development.

Annex B: Overview of how to develop
the Project Business Case
A typical process for developing the Project Business Case could be as follows:
1. Ensure the mandate and brief for the project have been completed.
2. Undertake the Strategic Assessment.
3. Complete the Risk Profile Assessment.
4. Draft the Scoping Document for the Project Business Case and arrange a meeting with
the business case reviewer/ approver to agree the content, governance, reporting,
assurance and approval arrangements.
5. Commence the Strategic Outline Case (SOC).
¡¡ Prepare the Strategic case following completion of Workshop1 (Determining the

Case for Change).
¡¡ Prepare the Economic case following Workshop 2 (Appraising the long-list)
¡¡ Provide an overview of the Commercial, Financial and Management case sections.
6. Undertake Cabinet Office Gateway 0 (business justification).
7. Submit the Strategic Outline Case (SOC) for approval.
8. Commence the Outline Business Case (OBC).
¡¡ Revisit the case for change.
¡¡ Revisit the economic dimension of the case following Workshop 3 (Appraising the
short-list).
¡¡ Prepare the Commercial dimension of the Case following Workshop 4 (Developing

the Deals).
¡¡ Prepare the Financial dimension of the case with the Finance Directorate.
¡¡ Prepare the Management dimension of the Case following Workshop 5 (Successful

Delivery Arrangements).
9. Undertake a Cabinet Office Gateway Review 2 (Delivery Strategy).
10. Submit the Outline Business Case (OBC) for approval.
11. Following procurement, prepare the Full Business Case (FBC).
¡¡ Revisit OBC assumptions for the five cases.
¡¡ Update the economic appraisals to reflect best and final offers (BAFOs).
¡¡ Select the most economically advantageous tender (MEAT).
12. Undertake a Cabinet Office Gateway Review 3 (Investment Decision).

Annex B: Overview of how to develop the Project Business Case
13. Submit the Full Business Case (FBC) for approval.
14. Monitor project delivery and undertake a Cabinet Office Gateway Review 4 (Readiness
for Service) prior to going live.
15. Use the Full Business Case (FBC) to support post-evaluation and benefit realisation.
16. Undertake a Cabinet Office Gateway Review 5 (Operations Review and Benefits
Realisation). Items 14 and 15 may be combined where it makes sense to do so.
17. Feed back findings into the strategic planning cycle.
The above process and level of effort will vary depending on the nature of the organisation, the
decision being sought and the expectations agreed in the Scoping Document.

Annex C: Project scoping document
This document should be completed by the Project Manager and the Approving Authority prior
to preparing the business case.
Organisation/Department
Proposal Title
Sponsor/Senior Responsible
Owner
Date Version Revision History Document Reviewer
The business case process is scalable and should be used proportionately. The purpose of this
document is to agree the nature, type and content of the business case required.
Nature of the proposed spend

Anticipated spend £
Anticipated procurement route
Agreed type of Business Case: PBC
SOC/OBC/FBC
BJC
The anticipated coverage of the Business Case should be agreed between the Project (Business
Case Authors) and Approving Authority in order to calibrate the analysis required and assist the
business case review and approvals process.
Potential considerations
Strategic Case ¨¨ Mandate and brief for the project.
¨¨ Requirement for feasibility study.
¨¨ Priority within the strategic portfolio.
¨¨ Critical path for project delivery.
¨¨ Relationship to the programme and other projects (if applicable).
¨¨ Potential constraints and dependencies.
¨¨ Workshop 1 attendees.
Economic Case ¨¨ CBA or CEA.
¨¨ Use of optimism bias and risk measurement.
¨¨ Benefits identification.
¨¨ Workshop 2 and 3 attendees.
Commercial Case ¨¨ Compliance with Government Commercial Operating Standards.
¨¨ Commercial strategy for organisation.
¨¨ Commercial and procurement strategies for the project.
¨¨ Potential procurement route.

Potential considerations
Financial Case ¨¨ Requirement for initial funding of the scheme.
¨¨ Available budget for the scheme.
¨¨ Likely balance sheet treatment.
Management Case ¨¨ Business case development plan.
¨¨ Risk profile assessment (RPA) score.
¨¨ Project management methodology (PRINCE2).
¨¨ Project assurance requirements (Cabinet Office Gateway, Quality, Technical,
Security etc.).
Business Case
Development Plan
Required Development Please provide names and timescales.

Senior Management For SRO’s, Board Directors and Programme/Project Boards
Briefing
Foundation Course For intelligent customers
(Awareness)
Practitioner 1 Course For business case producers
(Skills)
Practitioner 2 Course For business case producers
(Skills)
Reviewers Course For business case reviewers
(Skills)
Consultancy Support See Guidance for recommended Workshops
Completed by:
Programme/Project Representative: .................................................................................
Approving Authority’s Representative ..............................................................................
Date: ..................................
Date agreed for next Review: ....................................................................... (if required)

Notes for the completion of the Business Case scoping document:
1. Type of Business Case required:
This will be dependent upon the nature of the proposal and the anticipated level of spending
and the quality of the analysis already undertaken.
a. A Programme Business Case (PBC) should be prepared in support of related items of

spending comprising multiple schemes, both large and small.
b. The iterative production of the Business Case (Strategic Outline Case (SOC), Outline
Business Case (OBC) and Full Business Case (FBC) should be considered for larger,
complex schemes requiring a competitive procurement.
c. Consideration may be given to combining the SOC and OBC where the case for change
has already been made and agreed as part of a Programme Business Case (PBC).
d. Consideration may be given to combining the OBC and FBC where the intended
procurement route has been pre-competed and firm prices are available in support of
the spending proposal.
e. A Business Justification Case (BJC) may be considered for smaller items of spend,
which are NOT novel or contentious; within the organisational limit agreed for the use
of single business cases (BJC); and can be procured from an existing pre-competed
arrangement.
f. An over-arching Programme Business Case (PBC) should be prepared in support

of expenditure being approved through a series of project business cases. See the
separate guidance for programme and portfolio business cases available on the Green
Book web page.
2. Anticipated coverage of the Business Case
The Cabinet Office Gateway Risk Profile Assessment (RPA) MUST be used to assess the ‘risks’
associated with the scheme. The table below provides an overview of some of the key
considerations:
High High Risk High Risk

Small Scale Large Scale
Well defined Project Well defined Project (SOP)
Consideration of combined SOC/OBC or OBC/FBC Three stage project business case (SOC, OBC, FBC)
(for pre-competed procurements) Full CBA or CEA for Economic Appraisals, inc.
Moderate CBA or CEA for Economic Appraisals, inc. optimism bias
Gate optimism bias All Gates 0, 1 to 5
RPA All Gates 0, 1 to 5
Low/Medium Risk Low/Medium Risk
Small Scale Large Scale
Defined Project Well defined Project (SOP)
Consideration of BJC for pre-competed Three stage project business case (SOC, OBC, FBC)
procurements Full CBA or CEA for Economic Appraisals, inc.
Light CBA or CEA for Economic Appraisals optimism bias
Low Consideration of Gateway Health Checks Gates as required or Health checks
Small £ million Large

Scale (Whole life costs)

Annex D: Overview of steps and
actions for the preparation of Project
Business Cases
Stages Development Process Deliverables
Stage 0 – Determining the strategic context

Step 1/ Action 1 Ascertain strategic fit Strategic context
Output Programme Business Case (PBC)
Outcome Strategic fit
Review point Gateway 0 – strategic fit (if required)
Stage 1 – scoping Preparing the Strategic Outline Case (SOC) Strategic case
Step 2 Making the case for change
Action 2 Agree strategic context
Action 3 Determine spending objectives, existing arrangements and business
needs
Action 4 Determine potential business scope and service requirements
Action 5 Determine benefits, risks, constraints and dependencies
Step 3 Exploring the preferred way forward Economic case –

part 1
Action 6 Agree critical success factors (CSFs)

Action 7 Determine long-list options and SWOT analysis
Action 8 Recommended preferred way forward Outline
commercial,
financial and
management
cases
Output Strategic Outline Case (SOC)
Outcome Robust case for change
Review point Gateway 1: business justification
Phase 2 – Preparing the Outline Business Case (OBC)

Planning
Step 4 Determining Value for Money (VfM) Economic case –
part 2
Action 9 Revisit SOC and determine short-list including reference project

(outline PSC)
Action 10 Prepare the economic appraisals for shortlisted options
Action 11 Undertake benefits appraisal
Action 12 Undertake risk assessment/appraisal
Action 13 Select preferred option and undertake sensitivity analysis

Annex D: Overview of steps and actions for the preparation of Project Business Cases
Stages Development Process Deliverables

Step 5 Preparing for the potential Deal Commercial case
Action 14 Determine procurement strategy
Action 15 Determine service streams and required outputs
Action 16 Outline potential risk apportionment
Action 17 Outline potential payment mechanisms
Action 18 Ascertain contractual issues and accountancy treatment
Step 6 Ascertaining affordability and funding requirement Financial case

Action 19 Prepare financial model and financial appraisals.
Step 7 Planning for successful delivery Management

case
Action 20 Plan project management – strategy, framework and outline plans
Action 21 Plan change management – strategy, framework and outline plans
Action 22 Plan benefits realisation – strategy, framework and outline plans
Action 23 Plan risk management – strategy, framework and outline plans
Action 24 Plan Post-Project Evaluation – strategy, framework and outline plans
Output Outline Business Case
Outcome Planned procurement for VfM solution
Review point Gateway 2: procurement strategy
Phase 3 – Preparing the Full Business Case (FBC)

procurement
Step 8 Procuring the VfM solution Economic case
Action 25 Revisit the case for change
Action 26 Revisit the OBC options, including the PSC
Action 27 Detail procurement process and evaluation of best and final offers
(BAFOs) (in £s)
Step 9 Contracting for the Deal Commercial case

Action 28 Set out the negotiated Deal and contractual arrangements
Action 29 Set out the financial implications of the Deal Financial case
Step 10 Ensuring successful delivery Management

case
Action 30 Finalise project management arrangements and plans
Action 31 Finalise change management arrangements and plans
Action 32 Finalise benefits realisation arrangements and plans
Action 33 Finalise risk management arrangements and plans
Action 34 Finalise contract management arrangements and plans
Action 35 Finalise Post-Project Evaluation arrangements and plans
Output Full Business Case
Outcome Recommended service provider and solution
Review point Gateway 3 (investment decision)

Glossary
Additionality An impact arising from an intervention, which is additional if it
would not have occurred in the absence of the intervention.
Affordability An assessment of whether the proposals can be paid for in terms

of cash flows and resource costs – see financial case
Appraisal The process of defining objectives, examining options and

weighing up the costs, benefits, risks and uncertainties of those
options before a decision is made.
Assessments Either an appraisal or an evaluation (or both).
Base case The best estimate of how much a proposal option will cost in
economic terms, including an allowance for risk and optimism.
Business As Usual (BAU) The cost of BAU provides a benchmark for comparing proposal
option options for intervention.
Business case A management tool for scoping, planning and evaluating a

proposal and repository for the evidence base.
Business Justification A single stage business case, using the Five Case Model, for the
Case (BJC) delivery of relatively low level spend for which firm prices are
available.
Capital expenditure Expenditure on durable assets such as land, buildings and

equipment.
Contingency An allowance of cash or resources provided to cover the cost of

risks that may materialise.
Cost Benefit Analysis Analysis which quantifies in monetary terms as many of the costs
(CBA) of a proposal as feasible (financials), including items for which the
market does not provide a satisfactory measure of economic value
(non-financials).
Cost Effectiveness Analysis that compares the cost of alternative ways of producing
Analysis (CEA) the same or similar outputs.
Discounting A method used to convert future costs or benefits to present

values using a discount rate.
Discounted Cash Flow A technique for appraising investments. It reflects the principle
(DCF) that the value to an investor of a sum of money depends on when
it is received.

Glossary
Discount rate The annual percentage rate at which the present value of a £, or
other unit of account, is assumed to fall away through time.
Do minimum option An option where the public sector takes the minimum amount of
action necessary.
Economic appraisal A means of assessing the costs and benefits of options to

society as a whole that makes use of SWOT analysis followed by
Social Cost Benefit Analysis and where appropriate Social Cost
Effectiveness Analysis.
Economy A measure of the extent to which the cost associated with a

programme, project or policy is reduced.
Effectiveness A measure of the extent to which a project, programme or policy

achieves its desired outcomes/outputs.
Efficiency A measure of the extent to which a project, programme or policy’s

associated throughputs are increased.
Evaluation Retrospective analysis of a project, project or policy to assess how

successful (or otherwise) it has been, and to learn lessons for
future improvement.
Expected value The weighted average of all possible values of a variable, where
the weights are the probabilities (in %s).
Five case model A systematic framework for the development and presentation
of the business case, comprising of the strategic, economic,
commercial, financial and management dimensions of the Case.
Full Business Case (FBC) The completed business case and third stage in the development
of a business case for a significant project, which identifies the
most economically advantageous offer following procurement,
confirms affordability and puts in place the detailed arrangements
for successful delivery.
Market value The price at which a commodity can be bought or sold,

determined by the interaction of buyers and sellers in a market.
Monte Carlo analysis A technique that allows assessment of the consequences of

simultaneous uncertainty about key inputs, taking account of
correlation between these inputs.
Net Present Social Cost The discounted value of a stream of future costs.
(NPSC)
Net Present Social Value The discounted value of a stream of future costs and benefits. The
(NPSV) NPSV provides the present values of the sum of a future costs and
benefits.
Opportunity cost The value of the most valuable alternative uses of an asset or the
cost of something in terms of an opportunity forgone.

Glossary
Optimism bias The demonstrated systematic tendency for appraisers to be over-

optimistic about costs, benefits and time taken to complete a
proposal.
Option appraisal The process of defining objectives, examining options and

weighing up the costs, benefits, risks and uncertainties of those
options before a decision is made.
Options Framework filter A systematic framework for the generation of a wide range of
possible options (the ‘long-list’) and the filtering of a few possible
options for CBA/CEA (the ‘short-list’) and identification of the
preferred option (Flanagan, JC (2006).
Outline Business Case The ‘intermediate’ business case and second stage in the
(OBC) development of a business case for a significant project, which
identifies the option offering best public value for spend, confirms
the Deal and affordability, and puts in place the arrangements for
successful delivery.
PFI/PF2 Private Finance Initiative
PPP Public Private Partnerships
Public Sector The best viable alternative option for direct public provision
Comparator (PSC) comparable to a PPP (PFI) option.
Sometimes referred to as the Reference Project or Outline PSC.
Qualitative benefits Benefits that are not readily measurable or monetisable.
Required rate of return A target average rate of return for a public sector trading body,
usually expressed as a return on the current cost value of total
capital employed.
Risk The likelihood (measured by its probability) that a particular event

will occur.
Sensitivity analysis Analysis of the effects on an appraisal of varying the projected

values of important variables.
Spending objectives The ‘targeted’ outcomes for the scheme, which reflect the
rationale for the intervention and must be made SMART for the
purposes of evaluation. Occasionally referred to as the investment
objectives for the scheme.
Strategic Outline Case The ‘early’ business case and first stage in the development of a
(SOC) business case for a significant project, which makes the case for
change and appraises the available options.
Strategy The strategic context for the project, which demonstrates how the
project aligns with other projects within the strategic portfolio to
deliver the mission and vision of the organisation in the longer
term.

Glossary
Switching values The point at which the choice of the preferred option would
switch to another option due to any uncertain costs and/or
benefits.
Transfer payment A payment for which no goods or services are received in return.
Uncertainty A scenario within which probabilities have not been identified for
a range of possible outcomes.
The Author:
Joe Flanagan is the architect of the Five Case Model Methodology and the author of this
series of international and national guides for the development of programme and project
business cases.
Joe retired in 2017, following 45 years of public service, but still supports the Better Business
Case Programme as joint Chief Examiner for the accreditation training scheme.
Prior to his retirement, Joe was the Director of Investment Policy and Appraisal for NHS Wales,
where he assisted Health Boards and Welsh Government with the development and appraisal of
their schemes.
Joe joined HM Treasury in 1972. In his last posting as Head of the Investment Proposal Service,
Central Computer and Telecommunication Agency and Cabinet Office, he assisted some
30 Government departments with the development of their IT schemes and HM Treasury
expenditure divisions with their appraisal, before moving on to become Commercial Director
for NHS Information Authority with responsibility for the national IT contract in NHS England
and Wales.
The Editor:
Since 2006 Joseph Lowe has been Head of Economics Branch in the spending side of
HM Treasury, where he is responsible for the Treasury’s Green Book and its supplements on
the appraisal of spending and investment. He is the editor of the Green Book, a new edition
of which was published in March 2018 and is author of several papers, published as Treasury
guidance, that apply economics to questions of public finance. He also looks after the guidance
on the ‘Treasury Spending Approvals Process’, known as TAPs, and is executive editor of the
Treasury guidance on development of business cases working with the originating author of the
five case model, Joe Flanagan, on the Treasury Better Business Cases accreditation and training
programme launched in May 2014.
He is a London University Graduate in Economics with Maths and Statistics and is a Chartered
Statistician. Before joining the civil service in 2003 he was a senior consulting director working
with companies in the energy, telecommunications, IT and financial services industries.
Joseph joined the UK Government Economic Service in 2003 as Head of Preliminary

Investigations at the Office of Fair Trading. This followed a long career in business where he
worked extensively in the UK energy industries (Gas and Electricity). He held several senior
technical and managerial positions with British Gas before, during and after its privatisation.
His earlier career was spent in the international metals industry where he rose to become chief
statistician at the World Bureaux of Metal Statistics.

Bibliography
Making Sense of Public Sector Investments: the ‘five case model’ in decision making by Courtney
Smith and Joe Flanagan (ISBN 1 85775 432 8).
HM Treasury Green Book: Central Government Guidance on Appraisal and Evaluation 2018
Supplementary Green Book Guidance: Optimism Bias (2003).
PRINCE 2 Projects in controlled environments – Managing successful
Projects
MSP managing successful programmes

ISBN 978-1-5286-0460-4
CCS0518648068-1

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What is the purpose of developing a project business case?

What is the purpose of developing a project business case?

What are the 5 cases in the Five Case Model?

What are the 5 cases in the Five Case Model?

GUIDE TO DEVELOPING THE

PROJECT BUSINESS CASE

BETTER BUSINESS CASES:

BETTER BUSINESS CASES:

This publication is available at www.gov.uk/government/publications

Any enquiries regarding this publication should be sent to us at

Guide to developing the Project Business Case i

Identifying business needs 22

ii Guide to developing the Project Business Case

Step 9: Contracting for the Deal 88

Guide to developing the Project Business Case iii

This guidance has been prepared to assist:

It will also be of interest to:

¨¨ members of Senior Management Boards with responsibility for approving business

Most projects have the following characteristics:

¨¨ a defined and finite life cycle

¨¨ clear and measurable inputs and outputs

¨¨ a corresponding set of activities and plans

¨¨ a defined amount of resource, and

¨¨ an organisational structure for governance and delivery.

How does a project align with the strategic planning process?

Figure 1 shows a typical environment for project management.

Guide to developing the Project Business Case 1

Internal or External operating environment

Policies, Strategies, Initiatives and Targets

Define Scope and Prioritise

Initiate, Align and Monitor

Projects and related activities

Implement and Deliver

New or Transformed Business Operations Services

Outcomes Achieved and Benefits Realised

2 Guide to developing the Project Business Case

¨¨ Provides strategic fit and is supported by a compelling case for change.

¨¨ Is commercially viable and attractive to the supply side.

¨¨ Is affordable and is fundable over time.

¨¨ Can be delivered successfully by the organisation and its partners.

What are the advantages of the Project Business Case?

¨¨ demonstrates to senior management, stakeholders, customers and decision makers the

When should the Project Business Case be developed?

Guide to developing the Project Business Case 3

What is Project Assurance?

Projects may be subject to one or more of the following assurance reviews:

¨¨ The Project Validation Review

¨¨ Project Assessment Reviews (PARs)

¨¨ Cabinet Office Gateway Reviews

The Project Validation Review

Project Assessment Reviews (PARs)

Cabinet Office Gateway Reviews

These reviews apply to a wide range of programmes and projects, including:

¨¨ policy development and implementation

4 Guide to developing the Project Business Case

¨¨ organisational change and other change initiatives

¨¨ acquisition programmes and projects

¨¨ IT-enabled business change

¨¨ procurement using or establishing framework arrangements.

Identifying business needs 22

Step 9: Contracting for the Deal 88