A White Paper

DEVELOPING
A BUSINESS CASE

554 Washington Ave • 3rd Floor • Carnegie, PA 15106

412.489.6630 • www.engageeic.com
TABLE OF CONTENTS

About this Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

What is a Business Case? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Types of Business Cases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Role of the Business Case in Project Governance . . . . . . . . . . . . 8
The Business Case Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Key Elements of the Business Case . . . . . . . . . . . . . . . . . . . . . . . . . .12
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Project Definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Business Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
Evaluation of Alternatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Preferred Recommendation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Strategic Value to the Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Benefits (Quantitative & Qualitative) . . . . . . . . . . . . . . . . . . . . . . . 18
Risks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Financial Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Project Scope, Stages & Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Project Resource Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
Project Authorization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
ABOUT THIS GUIDE

What is it?
A guide focused on the activity of producing a
business case. It provides a roadmap on developing a
high-quality business case document that can be used
for your critical projects.

Why do I need it?

The business case guide walks the participant through
the process of producing the business case. This guide
will also prepare you for the many challenges faced in
developing a business case.

Who is it for?
Whether you are developing a business case for the
first time, or are familiar with the subject matter,
every person using this guide should walk away more
confident and better prepared than before.

Who is it from?
This guide was developed by Engage Energy &
Industrial Consulting for the specific purpose of
helping you develop a robust Business Case.

Copyright © Engage Energy & Industrial Consulting | 3

What is a Business Case?
What is a Business Case?
The Business Case is a carefully constructed communication tool
detailing critical information decision makers need to make sound
business decisions. Effective development of a business case creates
a disciplined approach to examine the opportunities, alternatives,
project stages, and investment needed to formally recommend the
best course of action that will create business value.

The business case is the Decision makers may The Business Case should
“why” an organization be dealing with a host answer the following two
is embarking on the of competing priorities, key questions:
project. business objectives, and
resource constraints. 1. “What business value
According to the Project The Business Case is will be gained from
Management Institute the primary tool an this investment?” and
(PMI) “the business case organization uses to
provides the necessary assess the probability and 2. “Do we have enough
information from a viability of committing information to make
business standpoint to resources to an initiative. an informed decision
determine whether or The business case is often to go forward?”
not the project is worth used to:
the required investment.” By developing the
• Demonstrate the
The business case is Business Case,
value of a project.
considered an input to you will be able to
a Project Charter along • Inform stakeholders of confidently present the
with a Statement Work. risks associated with recommendation(s) to
the project the key stakeholders that
The organizational will ultimately approve
• Provide alternatives.
benefits for making an the investment decision
investment and taking • Secure resources such and guide the project’s
on a specific project or as investment dollars, success.
initiative may be obvious labor, and materials.
to the person(s) involved
• Prioritize the project
with it. However, to the
within a broad
decision makers that
portfolio of projects
must commit dollars,
time, and resources to the
endeavor, the decision
to “go or no go” is often
more complicated.

Copyright © Engage Energy & Industrial Consulting | 5

TYPES OF BUSINESS CASES
Business Cases take several forms. According to the PMI, a business case may be
created because of one or more of the following:

Improved Performance Technological advance

or Reliability e.g., an electronics
e.g., installing new firm authorizing the
equipment or upgrades development of a faster,
to existing equipment to cheaper, and smaller
reduce maintenance and laptop after advances in
extend the life of an asset memory and technology.

Market Demand Legal / regulatory

e.g., a car company requirement
authorizing a project to e.g., a paint manufacturer
build more fuel-efficient authorizing a project to
cars in response to establish guidelines for
gasoline shortages. handling toxic materials,

Organizational Need Ecological impacts

e.g., training company e.g., a company
authorizing a project to undertakes a project to
create a new course to lessen its environmental
increase its revenues. impact, or

Customer Request Social need

e.g., an electric utility e.g., a non-governmental
authorizing a project to organization in a
build a new substation developing country
to serve a new industrial authorizing a project to
park. provide potable water
systems.

The depth of analysis and rigor applied may be based on the size and complexity of
the project and the rules established by the organization. For example, a business
case for an investment of $10,000 may be much simpler than the business case for
an investment of $10,000,000.

For large investments and/or high-risk projects, a preliminary business case is often
prepared as a first step in reviewing the opportunity, securing a placeholder in the
budget, or informing regulators prior to preparing the full business case.

6 | Developing a Business Case

 “The Business Case
is the primary tool an
organization uses to
assess the probability
and viability of
committing resources
to an initiative.”

Copyright © Engage Energy & Industrial Consulting | 7

ROLE OF THE BUSINESS CASE IN PROJECT GOVERNANCE

Project Governance is an oversight function that aligns with the organization’s

governance model and the critical elements of the project management lifecycle.

Project governance addresses how decisions are made and accountabilities are
disseminated and assigned between the project team and executives. Good project
governance takes discipline. An organization needs to set up governance structures,
train the sponsors who oversee them, and enforce basic procedures that will assure
the quality of work.

Good governance requires accountability, transparency, and auditability. Poor

governance can put a project at risk of failure and allow the team and organization
to lose sight of its objectives and responsibilities to its stakeholders, who benefit
most from the project’s success.

Key elements of strong project governance include:

Set up a training event to discuss decision-making processes and

information requirements.

Discuss the same with your sponsor.

Prioritize strong record keeping that creates transparency, accountability,

and a ready source of good data to help oversight and decision-making
process function robustly.

Key documents/components that must be included in the process:

1. Update Meeting and Agenda
2. The Project Charter
3. The Statement of Work
4. The Business Case
5. The Project Management Plan
> Scope, Schedule, Cost
> Performance Report
⎻ Change Control

Establish a stage gate process for your project, regardless of whether your
organization mandates it.

Set up criteria for important decisions at the outset of projects.

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ROLE OF THE BUSINESS CASE IN PROJECT GOVERNANCE (continued)

The business case forms the foundation of any project. It aligns executive leadership
around the goals of the initiative and puts their participation and decision-making
authority on point through a formal update and review process. This reduces the
likelihood of competing priorities or agendas.

The business case is “the why” an organization is embarking on the project. Your
business case must answer the questions the decision makers will and should ask.

These include:

• How does this • How confident are you • How will the
project align with the that all of the costs organization fund and
organization’s overall have been identified? provide resources for
mission, vision, and the project?
strategic plan? • What are the risks if we
do the project? • Does your project
• What are the benefits represent an optimal
of the project? • What are the risks if we
use of limited funds
don’t do the project?
and resources
• How confident are
• Does the business compared to
you that the project
case consider a viable competing projects?
will achieve those
benefits? range of alternatives or
options?
• What are the costs?

The best way to determine your “why” for the project is to formulate a problem
statement. A problem statement should describe the undesirable gap between the
current-state level of performance and the desired future-state level of performance
that the project seeks to remedy. It should not include possible causes or solutions.

Copyright © Engage Energy & Industrial Consulting | 9

 THE BUSINESS CASE PROCESS
6 Steps to Effective Development

1 2 3
Project Determine Benefit
Identification Alternatives Analysis

4 5 6
Risk Create Present
Assessment Business Case Business Case

“Effective development of a business case creates a disciplined

approach to examine the opportunities, alternatives, project stages,
and investment needed to formally recommend the best
course of action that will create business value.”

10 | Developing a Business Case

 Project Identification Risk Assessment

A Create a Problem Statement A Identify and list the

potential risks to the project
B Confirm the opportunity and to the business
with the likely sponsor
B Analyze each risk
C Launch the Business Case
project C Evaluate & rank each risk

D Confirm the business D Recommend an action

opportunity plan for each risk

E Specify the high-level E Monitor the risks during

business requirements the project

Determine Alternatives Create Business Case

A Develop a shortlist of A Assemble all pertinent

options information into a concise
document based on the
B Gather information about provided table of contents
each alternative
B Key sections — executive
C Analyze & rank alternatives summary, full document,
and appendices
D Recommend the best
option

Benefit Analysis Present Business Case

A Determine the strategic A Present findings to key

outcomes of the investment stakeholders to verify and
validate assumptions
B Define the measurable
benefits B Present Business Case to
the Project Sponsor and
C Determine when the executive leadership
benefits will be realized
C Get confirmation from
D Identify who has ownership sponsor that the project
of the benefits is approved

Copyright © Engage Energy & Industrial Consulting | 11

KEY ELEMENTS OF THE BUSINESS CASE

What Content Should Be

Included in a Business Case?
The business case document is a communication tool that substantiates that the
project meets the needs of the business and is worthy of receiving funding and
approval to move forward. By documenting the critical factors together in one story,
it is easy to link the issues to the solution and the benefit.

The business case document should also include the required analysis so your
leadership team can prioritize this project against the many other initiatives in the
businesses project portfolio that are competing for capital investment.

The final important role that the business case document plays is to provide
a consistent message to many different stakeholders. It is a high-level view of
the entire project and enables all organizations affected by the project to be
knowledgeable about the project purpose.

The business case document should include the following elements:

• The key project objectives

• The business need and requirements

• The investment required

• How the project aligns with the organizations strategic plan

• List of benefits, financial and non-financial

• An assessment of the risks and strategies to mitigate

• Provide alternatives/options for management to consider

12 | Developing a Business Case

Sample Table of Contents
In addition to serving as a table of contents, the following
also provides an effective outline to structure and tell the
entire story of your project.

1. Executive Summary

2. Project Definition

3. Business Requirements

4. Evaluation of Alternatives

5. Preferred Recommendation

6. Strategic Value to the Business

7. Benefits (Quantitative & Qualitative)

8. Risks

9. Financial Analysis—Return on Investment

10. Project Scope, Stages & Schedule

11. Project Resource Requirements

12. Project Authorization

13. Appendices

The table of contents should not be considered a process

flow. Many of the elements in the table of contents will be
done concurrently and/or iteratively.

Copyright © Engage Energy & Industrial Consulting | 13

TABLE OF CONTENTS

1. Executive Summary
The Executive Summary should provide a high-level summary of the most critical
points from the business case. Include the most relevant facts in clear and concise
statements. This typically is no longer than one page. We recommend this section
be done last.

The Executive Summary should include the following information:

• Your recommendation for the project

• A list of qualitative and quantitative benefits to the organization
for doing the project
• Summary financials and resource requirements
• Project timing (phases and schedule)
• Major project risks

2. Project Definition
The Project Definition outlines the project objectives
and scope. It is an important component for stakeholders
to ensure buy-in. The project definition should be a concise
description clearly stating the projects objectives. The objectives
should be clearly stated and describe “why” this project should address a need.
We recommend referring to the Problem Statement to form the input for the
Project Definition.

Additional information for the Project Definition:

• Background — describes the history of how and why this project was initiated.

• Scope — activities that need to be accomplished to deliver the project; it should be

clearly articulated and limited to the work that must be accomplished to achieve
the project objectives.

14 | Developing a Business Case

TABLE OF CONTENTS (continued)

3. Business Requirements

Business requirements defines the reason behind a project and what objectives will
be fulfilled by undertaking the project. There is an intent behind every project and
the project must fulfill these needs to be defined as successful.

A business requirement is a set of conditions or capabilities that must be met by the

project. Requirements include the documented needs, wants, and expectations of
the sponsor, customer, and other stakeholders.

Business requirements must be developed early in the business case process. If

requirements are not fully developed, the business case will be at risk of not focusing
on the proper business needs.

Based on the size and complexity of the project, the business requirements could
be a simple description of business need or a complex set of business objectives
involving multiple requirements and dependencies.

These may include:

• Functional Requirements — these define how a product/service/solution

should function from the end-user’s perspective. They describe the features and
functions with which the end-user will interact directly.

• Operational Requirements — these define operations that must be carried out in

the background to keep the product or process functioning over a period of time.

• Technical Requirements — these define the technical issues that must be

considered to successfully implement the process or create the product.

• Transitional Requirements — these are the steps needed to implement the new
product or process smoothly.

• Financial Requirements — organizations may require a certain return on

investment ratio (e.g., 3 to 1 return).

The business requirements should be discovered, understood, and clearly defined

and be written from the perspective of the organization and not from the
perspective of any stakeholder.

The best way to determine business requirements, is to create a detailed problem

statement where the problem or opportunity is fully understood. By developing
the business requirements early, you will have a clearer picture of the changes and
impacts that the project will likely have on the business.

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TABLE OF CONTENTS (continued)

4. Evaluation of Alternatives
The Alternative analysis is the evaluation of different potential choices available to
achieve a project management objective. It is an analytical comparison of different
factors like costs, risks, time to implement. It requires different tools such as asset
life-cycle costing, and cost-benefit analysis. With the evaluation of alternatives,
options to the solution are identified to satisfy the needs of the organization.

Many companies require an alternative analysis before they can even start with a
project. The recommendations from the alternative analysis determine whether
another project should be pursued, or if the existing project that was initiated should
be continued.

Alternative analysis is performed to give decision-makers choices. It identifies

cost-effective actions to avoid duplication of efforts as well as decrease the risks in
delivering successful projects in the future.

The alternatives analysis involves narrowing down the list of options through a
structured process based on strategic fit and a detailed appraisal of costs and
benefits. At the conclusion of the analysis, the best performing option will become
the preferred project recommendation.

Example:

ASSESSMENT CRITERIA PROJECT OPTION 1 PROJECT OPTION 2 PROJECT OPTION 3

Options Insert Text / Details Insert Text / Details Insert Text / Details

Meets business
Insert Text / Details Insert Text / Details Insert Text / Details
requirements

Investment Required Insert Text / Details Insert Text / Details Insert Text / Details

Benefits
Insert Text / Details Insert Text / Details Insert Text / Details
(Quantitative & Qualitative)

Risks Insert Text / Details Insert Text / Details Insert Text / Details

Schedule Insert Text / Details Insert Text / Details Insert Text / Details

Impact Insert Text / Details Insert Text / Details Insert Text / Details

16 | Developing a Business Case

TABLE OF CONTENTS (continued)

5. Preferred Recommendation

The work performed as part of the alternative’s analysis should lead to the selection
of a project recommendation. The preferred option should deliver the benefits for
an acceptable level of risk. The level of rigor applied to the alternative’s analysis
will be more extensive the higher the potential cost and strategic benefit to the
organization.

The preferred recommendation should be summarized as part of the executive

summary, and a more detailed summary included in the body of the business
case. Supporting documentation should be included in the appendices.

6. Strategic Value to the Business

This section of the business case describes how the project will fit with the overall
strategic plan of the business. The Strategic Value to the Business provides the
stakeholders who will ultimately approve the project with the assurance that the
project aligns with the organization’s goals.

Copyright © Engage Energy & Industrial Consulting | 17

TABLE OF CONTENTS (continued)

7. Benefits (Quantitative & Qualitative)

The benefits analysis is the evaluation of benefits of the recommended business
case option. The benefits must be aligned with the business requirements. The
benefits section is an opportunity to extol the virtues of a project and its contribution
to the organization.

This process informs the sponsor of four key criteria:

1. The strategic outcomes of the investment
2. The measurable benefits
3. When the benefits will be realized
4. Who has ownership of the benefits

Benefits can be segmented into financial and strategic.

Financial
• Revenue enhancement
• Cost reduction
• Cost avoidance
• Return on assets
• Return on equity
• Return on debt
• Internal rate of return
• Payback period

Strategic
• Reduce Risk
• Business model
• Improved reliability
• Improved productivity
• Increase capacity
• Improve customer service
• Expand brand awareness
• Innovation
• Enhance capabilities
• Sustainability
• Product or service quality
• Regulatory compliance
• Customer satisfaction
• Employee growth and retention

18 | Developing a Business Case

TABLE OF CONTENTS (continued)

8. Risks
All projects face risks. Regardless of how well you plan, unexpected issues will always
arise. Risk identification is a critical element of business case development.

For business case development, we advocate for a simple five step risk assessment
process:

1. Identify and list potential risks to the project, the business, and likely owners.

2. Analyze each risk.

3. Evaluate and rank each risk.

4. Recommend action plan for each risk.

> Avoid
> Mitigate
> Transfer
> Accept

5. Monitor the risks during the project.

> Risks can best be assessed by utilizing a Risk Matrix.
> Risk matrices take on many forms.
> Work with your stakeholder representative to integrate your project into their
risk management process.
> Utilize your organization’s risk matrix to ensure standardization within your
stakeholder’s project portfolio.

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TABLE OF CONTENTS (continued)

9. Financial Analysis — Return on Investment

The financial analysis illustrates the financial benefits and costs of the project.
This is often summarized in terms of Return on Investment. This should be
conducted in close partnership with your project sponsor.

The financial analysis determines the project’s cost, the ongoing operating costs
(asset lifecycle cost), and the revenue to be generated from the project.

As noted in the Benefits section, the following Financial Elements are used to
determine the opportunity:
• Revenue enhancement
• Cost reduction
• Cost avoidance
• Return on assets
• Return on equity
• Return on debt
• Internal rate of return
• Payback period

The quality of the analysis will be based on the:

• Identification of cost drivers
• Accuracy of estimates
• Accuracy of the payback period

Note: Always include a detailed project cost breakdown in the Business Case
Appendices.

10. Project Scope, Stages & Schedule

The Project Scope is a crucial tool for gaining stakeholder support and involvement.
It defines the product to be supplied, when it must be delivered, and at what cost.
It also outlines the boundaries of the work — what the project entails and does
not entail — so that each stakeholder gains an accurate outlook of the extent and
breadth of the project.

Once the scope is determined, you should clearly explain the timing required (Stages
& Schedule) for the project. Your ability to get a project approved, funded, and
scheduled has a great deal to do with what resources may be required.

20 | Developing a Business Case

TABLE OF CONTENTS (continued)

Some questions to consider when preparing a Project Scope include:

• Does the organization have the labor/expertise to implement?
• Is the time of year or weather a concern?
• Does the project have dependencies that must be taken care of first?
• Is there long-lead material required?

Key steps:

1. Prepare a project scope document.

This should be summarized and included in the Executive Summary.

2. Include an overall project timeline.

We recommend utilizing a Gantt chart that is easily viewable. The required start
date and completion or in-service date should be clearly stated.

3. Clearly articulate the organization’s required stage gates.

If you do not meet the organization’s criteria to pass from one stage gate to the
next, you project will likely be delayed and at risk of a no-go decision.

11. Project Resource Requirements

Once the tasks within the project have been defined, the resources required by each
task must be determined. To do this, we provide estimates.

Estimate resource requirements is the process of estimating the type and quantities
of material, human resources, equipment, or supplies required to perform each
activity.

The key benefit of this process is that it identifies the type, quantity, and
characteristics of resources required to complete the activity which allows more
accurate cost and duration estimates. Quotes from suppliers are often gathered to
ensure estimating accuracy.

For small projects there are four major types of resources:

1. Labor
2. Tools & equipment
3. Material & supplies
4. Fixed cost items like subcontractors, etc.

Generally, you would perform task estimates from the bottom up. In otherwords,
each task is given an individual estimate which is then rolled-up into the overall
project estimate.

Copyright © Engage Energy & Industrial Consulting | 21

TABLE OF CONTENTS (continued)

12. Project Authorization (Sanctioning)

Project authorization is a formal process that gives permission for a project to start
and/or be developed further. Project authorization helps to ensure that nothing is
done on a project without it being formally planned and budgeted for. It provides
clarity for all stakeholders on who has the authority to propose, fund and commit
resources to the project.

Project authorizations are often defined for stakeholders when their roles and
responsibilities on a project are being determined. A Delegation of Authority or
policy may be established within the organization for the sole purpose of budget
control.

Project authorization also ensures that key personnel have the formal authority
to control the sequence of work and commit resources to project activities in
accordance with the agreed upon budget.

Proper project authorization served the organization in a number of ways:

• It is a crucial component of a project’s quality control.

• It ensures the project is planned, defined, understood and implemented in
accordance with pre-agreed requirements.
• It provides boundaries for the project scope.
• It sets limits on spending beyond the levels planned.
• It provides safeguards to the Project Manager, the person ultimately responsible
and accountable for the management of the project.

Most companies will have a formal portfolio and project review committees that
meet on a regular basis to review project proposals, project business cases, and
project progress reports.

Note: A formal signature page authorizing the project should be included on the
Project Charter as a matter of policy.

22 | Developing a Business Case

Engage Energy & Industrial Consulting is dedicated to
transforming how value and profitability are driven through
Business Transformation, Enterprise Asset Management,
and Corporate Social Responsibility programs.

Our customers benefit from a focused strategy and

roadmap that balance risk with the financial opportunities
available. We enable companies to create innovative and
sustainable improvements —with bankable, double-digit
returns on investments.

“Our mission is your transformation.”

554 Washington Ave • 3rd Floor • Carnegie, PA 15106

412.489.6630 • [email protected]
www.engageeic.com
 TEMPLATE

Business Case
Development Program
Business Case Template
WHAT IS A BUSINESS CASE?
The Business Case is a carefully constructed communication tool detailing
critical information decision makers need to make sound business decisions. The
development of the business case enables you to take a disciplined approach to
examine the opportunities, alternatives, project stages, and the investment required
to make a formal recommendation for the best course of action that will create
business value.

The business case is the “why” an organization is embarking on the project.

According to the Project Management Institute (PMI) “the business case provides
the necessary information from a business standpoint to determine whether or not
the project is worth the required investment.” The business case is considered an
input to a Project Charter along with a Statement of Work.

The organizational benefits for making an investment and taking on a specific

project or initiative may be obvious to the person(s) involved with it. However, to the
decision makers that must commit dollars, time, and resources to the endeavor, the
decision to “go or no go” is often more complicated.

Decision makers may be dealing with a host of competing priorities, business

objectives, and resource constraints. The Business Case is the primary tool an
organization uses to assess the probability and viability of committing resources to
an initiative.

The business case is often used to:

• Demonstrate the value of a project
• Inform stakeholders of risks associated with the project
• Provide alternatives
• Secure resources such as investment dollars, labor, and materials.
• Prioritize the project within a broad portfolio of projects

The Business Case should answer the key question(s):

“What business value will be gained from this investment?” and “Do we have
enough information to make an informed decision to go forward?”

By developing the Business Case, you will be able to confidently present the
recommendation(s) to the key stakeholders that will ultimately approve the
investment decision and guide the project’s success.

2 | Business Case Development Program: Template

BUSINESS CASE TEMPLATE
1. Executive Summary

Copyright © Engage Energy & Industrial Consulting | 3

BUSINESS CASE TEMPLATE
2. Project Definition

4 | Business Case Development Program: Template

BUSINESS CASE TEMPLATE
3. Business Requirements

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BUSINESS CASE TEMPLATE
4. Evaluation of Alternatives

6 | Business Case Development Program: Template

BUSINESS CASE TEMPLATE
5. Preferred Recommendation

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BUSINESS CASE TEMPLATE
6. Strategic Value to the Business

8 | Business Case Development Program: Template

BUSINESS CASE TEMPLATE
7. Benefits (Quantitative & Qualitative)

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BUSINESS CASE TEMPLATE
8. Risks

10 | Business Case Development Program: Template

BUSINESS CASE TEMPLATE
9. Financial Analysis — Return on Investment

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BUSINESS CASE TEMPLATE
10. Project Scope, Stages & Schedule

12 | Business Case Development Program: Template

BUSINESS CASE TEMPLATE
11. Project Resource Requirements

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BUSINESS CASE TEMPLATE
12. Project Authorization

14 | Business Case Development Program: Template

Engage Energy & Industrial Consulting is dedicated
to transforming how value and profitability
are driven through Business Transformation,
Enterprise Asset Management, and Corporate Social
Responsibility programs.

Our customers benefit from a focused strategy

and roadmap that balance risk with the financial
opportunities available. We enable companies to
create innovative and sustainable improvements —
with bankable, double-digit returns on investments.

“Our mission is your transformation.”

P.O. Box 8037 • Pittsburgh, PA 15211

412.489.6630 • [email protected]
www.engageeic.com